The rapid approach of artificial general intelligence (AGI) is signaling transformative change in the legal industry, potentially within the next 5 to 10 years, far sooner than many anticipated. Gregg Wirth makes a compelling case that legal professionals must now prepare for a sweeping shift in how legal work is structured, delivered, and valued. Early adopters of AGI will find new pricing models, operational structures, and ultimately, a competitive advantage that reshapes the legal playing field.

• AGI’s accelerated timeline, now expected to arrive within a decade, requires immediate, strategic planning across all levels of the legal profession.
• As core legal tasks like document review and research become automated, the economic engines and traditional career ladders of law firms face significant disruption.
• New AGI-driven approaches, such as subscription-based services and outcome-aligned pricing, offer early adopters a formidable edge in client service and profitability.
• Responding to AGI is not just about tech—it demands a cultural reset and a shift in mindset, embracing uncertainty and preparing for new roles and workflows.

What this means for your career: It’s no longer a matter of 'if' but 'how soon'. Law firms must ask themselves if they are evolving fast enough to stay relevant in the age of AGI. How will traditional hierarchies shift, and where will human empathy and critical thinking remain essential in an automated landscape? From my experience guiding firms through past inflection points, including the rise of legal operations and e-discovery, those who combine technological readiness with talent development succeed. The real question is whether you will be ready when the transformation begins.

The McKinsey Global Survey, involving 1,993 respondents across 105 countries, provides insights into AI's evolving role in business today. While AI adoption is widespread—88% of organizations report using it in at least one business function—only a third have moved beyond pilot stages to fully scaled implementations. Despite growing experimentation, particularly with AI agents, only 39% of organizations have seen a notable effect on EBIT, suggesting that the path from testing to tangible financial impact is still developing.

• AI is now present in at least one function for 88% of organizations, yet two-thirds have not implemented it at scale across their operations.
• While 64% credit AI with driving innovation, just 39% report measurable enterprise-level outcomes.
• 62% are exploring AI agents, showing a strong interest in emerging technologies.
• Forecasts about AI’s impact on the workforce vary: 32% anticipate job reductions, 43% foresee no change, and 13% expect workforce growth.

AI is clearly thriving in its exploratory phase, but broader integration remains elusive for many. Though some leading organizations are driving real innovation and growth, the larger challenge is turning promise into practice. The key issue persists: How can companies overcome obstacles and refine their strategies to fully capitalize on AI’s potential?

At the TLTF Summit 2025, conversations centered around the evolving role of generative AI in the legal sector. Rather than viewing gen AI as a disruptive force, thought leaders framed it as a natural progression in a broader movement already underway. With a spotlight on modernizing billing structures and enhancing client-firm dynamics, the industry is cautiously optimistic but visibly grappling with extracting real value from AI investments. The key theme? Transparent dialogue and demonstrable impact.

• Generative AI is largely perceived as a continuation of existing trends, not a radical divergence.
• New, innovative pricing frameworks are beginning to challenge long-standing industry conventions.
• Trust and adaptability play pivotal roles in closing the gap between what AI can deliver and what clients expect.
• AI’s true potential relies on collaborative, flexible relationships between law firms and their clients.

As the legal industry stands at the threshold of transformation, gen AI is gradually weaving its way into foundational practices. The question becomes less about if and more about how. How will forward-looking firms carve their niche in this tech-forward era? Can lessons from previous inflection points illuminate our current path or forecast new challenges ahead? And could bold, reimagined pricing models redefine the way legal services are valued and delivered? The answers are still unfolding, and we’re watching closely.