AI Isn’t Just a Tool—It’s a Client: How AI Systems Are Reshaping Client Expectations in Commercial Law

Written by Jade Jewel Wadyajena 

As artificial intelligence (AI) rapidly integrates into every facet of business operations, a striking shift is emerging in commercial law: AI systems themselves are becoming active stakeholders in the legal process. No longer simply tools for efficiency, AI systems now influence decision-making, interpret legal advice, and even anticipate risks. This transformation demands that law firms rethink their approach to legal services, positioning AI not merely as a resource but as a client in its own right. 

AI as a Decision-Maker: A Paradigm Shift in Client Dynamics 

The legal industry has historically been structured around the human client—individuals, executives, or boards of directors. However, with AI systems like predictive algorithms and machine learning models now embedded in business operations, these systems are assuming decision-making roles. For example, risk management platforms powered by AI can process millions of data points to recommend actions, often interpreting legal advice independently before it reaches human stakeholders. 

This new dynamic is illustrated by tools like Harvey, adopted by a number of law firms, namely A&O Shearman. Built on OpenAI’s technology, Harvey enables lawyers to collaborate with AI systems on tasks such as contract analysis and compliance. Similarly, Ashurst Advance’s AI initiatives are reshaping how legal frameworks are developed, ensuring seamless integration with AI-driven business strategies. 

Treating AI as a Stakeholder: Challenges and Opportunities 

Recognizing AI as a client or stakeholder introduces both challenges and opportunities for commercial law firms: 

1. Ethical Accountability: How do you draft advice for a system that lacks human intuition but demands absolute clarity? Ensuring that AI-driven decisions comply with ethical and legal standards becomes paramount. 

2. Risk Translation: Legal risks are often nuanced, but AI systems require quantifiable inputs. Firms must adapt their advisory processes to translate complex risks into actionable data points. 

3. Innovation in Service Delivery: By treating AI as a stakeholder, firms can innovate in service delivery, creating tools like “AI-readable” contracts and risk assessment frameworks tailored for algorithmic decision-making. 

   
   

The Global Perspective: Leading Firms Embracing AI 

While UK-based firms like A&O Shearman and Ashurst have taken significant strides, global firms are also redefining their roles in the AI era: 

• Wilson Sonsini (USA): Known for its tech-focused clientele, Wilson Sonsini has developed proprietary AI tools to streamline intellectual property management and automate compliance processes. Their efforts have significantly reduced client costs and turnaround times. 

• Corrs Chambers Westgarth (Australia): Corrs has integrated AI into dispute resolution, leveraging predictive analytics to guide clients on likely outcomes and costs. This proactive approach has positioned them as leaders in AI-driven litigation strategies. 

• Clifford Chance (Global): By embedding AI into their “Best Delivery” strategy, Clifford Chance ensures consistent service quality across jurisdictions. Their AI-powered document review platform has processed over 3 million contracts, saving clients substantial time and resources. 

  
  

What Do Clients Say? 

Corporate clients increasingly expect law firms to meet their AI-driven business needs. A senior executive at a global logistics company remarked, "Our AI systems don’t just need legal input—they need structured frameworks to operate effectively. Law firms that understand this are invaluable." Similarly, a tech firm’s general counsel emphasized, "Firms that can integrate seamlessly with our AI platforms not only save us time but also enhance our operational accuracy." 

A LexisNexis survey indicates that 80% of corporate legal executives expect outside counsel to reduce bills by leveraging AI technology. Additionally, many clients highlight the necessity for transparency in AI adoption, with firms that actively integrate AI into their services often earning greater trust and loyalty (Williams Lea). One general counsel at a multinational company noted that AI tools not only save time but enhance operational precision when law firms create structured frameworks tailored to AI systems (The Access Group). This growing demand underscores the shift in expectations—clients no longer seek traditional legal advice but collaborative, AI-driven solutions. 

Redefining “Client-Centric” Law 

The term “client-centric” must now extend beyond human relationships. Law firms must recognize AI as both a collaborator and a recipient of legal services. This involves: 

• Developing Specialized Teams: Firms like Simmons & Simmons are creating AI-focused practice groups to address regulatory and governance challenges. 

• Adopting AI-Specific Standards: New frameworks must be designed to ensure AI systems interpret and implement legal advice correctly. 

• Investing in AI Literacy: Training programs for lawyers to understand AI systems and their implications are becoming essential. 

  
  

The Road Ahead: Law Firms as Innovators 

The future of commercial law lies in collaboration—not just between lawyers and their human clients but between lawyers and AI systems. This shift requires law firms to adopt new technologies, redefine service delivery, and embrace AI as a transformative force. 

Firms that lead this charge will not only redefine client relationships but also set the standard for legal practice in the AI-driven world. 

---

Jade Jewel Wadyajena is a first year Law student attending King’s College London with an interest in exploring the intersection of UK and African legal systems. Drawing from her Zimbabwean heritage, she aspires to contribute to cross- boarder commercial relations as a future solicitor.