{"id":156768,"date":"2026-07-14T15:03:00","date_gmt":"2026-07-14T23:03:00","guid":{"rendered":"https:\/\/xira.com\/p\/2026\/07\/14\/legal-operations-was-built-for-the-ai-era\/"},"modified":"2026-07-14T15:03:00","modified_gmt":"2026-07-14T23:03:00","slug":"legal-operations-was-built-for-the-ai-era","status":"publish","type":"post","link":"https:\/\/xira.com\/p\/2026\/07\/14\/legal-operations-was-built-for-the-ai-era\/","title":{"rendered":"Legal Operations Was Built For The AI Era"},"content":{"rendered":"
\"\"
Getty Images<\/figcaption><\/figure>\n

For years, Legal Operations has been described as the team responsible for improving efficiency. We implemented technology, streamlined workflows, managed outside counsel spend, and helped legal departments operate more like business functions.<\/p>\n

That\u2019s true, but it never fully captured what Legal Operations actually does because technology was never really the job. The job was helping organizations change, and that distinction has never been more important than it is today.<\/p>\n

A year ago, nearly every conversation about AI centered on the technology itself. Which platform should we buy? Which model performs best? Where can AI save the most time?<\/p>\n

Those questions still matter, but they\u2019re no longer the ones keeping General Counsel awake at night.<\/p>\n

Instead, the conversation has shifted. Who decides which AI use cases are appropriate? How should AI-generated work be reviewed? What information can be shared safely? How do we measure whether an AI initiative is actually delivering value? And perhaps most importantly, who owns it once the pilot is over and AI becomes part of everyday work?<\/p>\n

None of these are a technology question. They\u2019re questions about governance, accountability, process design, and change management (the kinds of problems Legal Operations has been solving for years).<\/p>\n

I\u2019ve watched legal departments spend months evaluating AI vendors only to discover that selecting the tool was the easy part. The harder work began after the contract was signed: establishing ownership, defining review standards, building trust in AI-generated work, and helping attorneys understand when to rely on the technology (and when not to).<\/p>\n

Software alone doesn\u2019t address the challenges. They\u2019re solved by the organization and by the decisions leaders make about how AI fits into the way legal work actually gets done.<\/p>\n

The technology is new, but the operational challenges feel remarkably familiar. That\u2019s why I don\u2019t believe AI is creating an entirely new discipline inside legal departments. Instead, it\u2019s elevating the importance of capabilities Legal Operations spent years developing.<\/p>\n

Legal Operations professionals already know how to build governance and drive adoption because they\u2019ve spent years bringing together Legal, IT, Security, Privacy, Procurement, and the business around complex change initiatives. AI simply gives them another opportunity to apply those same skills.<\/p>\n

Successful technology has never been measured by implementation alone. It\u2019s measured by whether people actually change the way they work. As AI evolves beyond drafting assistance into workflow automation, knowledge retrieval, and increasingly sophisticated decision support, those operational skills become even more valuable.<\/p>\n

Too much of the AI conversation centers on the next model release or the latest product announcement. Those developments are exciting, but history tells us they won\u2019t determine which organizations succeed. Every legal department will have access to increasingly capable technology. What will separate them is how thoughtfully they introduce it into the organization and whether people trust it enough to make it part of their everyday work.<\/p>\n

That\u2019s why this moment feels so familiar. The technology is different, but the conversations aren\u2019t.<\/p>\n

Legal departments are still trying to answer the same questions they\u2019ve always wrestled with when something new comes along. Who owns it? How should people use it? How do we know it\u2019s working? And how do we make sure it sticks?<\/p>\n

Those questions have never really been about technology. They\u2019ve always been about running a legal department well.<\/p>\n

\n
\"\"
<\/figcaption><\/figure>\n

Stephanie Corey\u00a0is the co-founder and CEO of UpLevel Ops. She also serves as the Global Chair of\u00a0LINK x L Suite \u2014 a premier community of General Counsel and Legal Operations leaders united to transform the legal industry through collaboration, innovation, and strategic insight.\u00a0Stephanie\u00a0co-founded\u00a0LINK (Legal Innovators Network), a legal ops organization exclusively for experienced in-house professionals, and previously founded the\u00a0Corporate Legal Operations Consortium (CLOC), where she served as an executive board member. She is a recognized leader in legal operations and a frequent advisor to corporate legal departments on scaling operational excellence.\u00a0Please feel free to connect with her on LinkedIn<\/a>.\u00a0<\/em><\/strong><\/p>\n

The post Legal Operations Was Built For The AI Era<\/a> appeared first on Above the Law<\/a>.<\/p>\n

\"\"
Getty Images<\/figcaption><\/figure>\n

For years, Legal Operations has been described as the team responsible for improving efficiency. We implemented technology, streamlined workflows, managed outside counsel spend, and helped legal departments operate more like business functions.<\/p>\n

That\u2019s true, but it never fully captured what Legal Operations actually does because technology was never really the job. The job was helping organizations change, and that distinction has never been more important than it is today.<\/p>\n

A year ago, nearly every conversation about AI centered on the technology itself. Which platform should we buy? Which model performs best? Where can AI save the most time?<\/p>\n

Those questions still matter, but they\u2019re no longer the ones keeping General Counsel awake at night.<\/p>\n

Instead, the conversation has shifted. Who decides which AI use cases are appropriate? How should AI-generated work be reviewed? What information can be shared safely? How do we measure whether an AI initiative is actually delivering value? And perhaps most importantly, who owns it once the pilot is over and AI becomes part of everyday work?<\/p>\n

None of these are a technology question. They\u2019re questions about governance, accountability, process design, and change management (the kinds of problems Legal Operations has been solving for years).<\/p>\n

I\u2019ve watched legal departments spend months evaluating AI vendors only to discover that selecting the tool was the easy part. The harder work began after the contract was signed: establishing ownership, defining review standards, building trust in AI-generated work, and helping attorneys understand when to rely on the technology (and when not to).<\/p>\n

Software alone doesn\u2019t address the challenges. They\u2019re solved by the organization and by the decisions leaders make about how AI fits into the way legal work actually gets done.<\/p>\n

The technology is new, but the operational challenges feel remarkably familiar. That\u2019s why I don\u2019t believe AI is creating an entirely new discipline inside legal departments. Instead, it\u2019s elevating the importance of capabilities Legal Operations spent years developing.<\/p>\n

Legal Operations professionals already know how to build governance and drive adoption because they\u2019ve spent years bringing together Legal, IT, Security, Privacy, Procurement, and the business around complex change initiatives. AI simply gives them another opportunity to apply those same skills.<\/p>\n

Successful technology has never been measured by implementation alone. It\u2019s measured by whether people actually change the way they work. As AI evolves beyond drafting assistance into workflow automation, knowledge retrieval, and increasingly sophisticated decision support, those operational skills become even more valuable.<\/p>\n

Too much of the AI conversation centers on the next model release or the latest product announcement. Those developments are exciting, but history tells us they won\u2019t determine which organizations succeed. Every legal department will have access to increasingly capable technology. What will separate them is how thoughtfully they introduce it into the organization and whether people trust it enough to make it part of their everyday work.<\/p>\n

That\u2019s why this moment feels so familiar. The technology is different, but the conversations aren\u2019t.<\/p>\n

Legal departments are still trying to answer the same questions they\u2019ve always wrestled with when something new comes along. Who owns it? How should people use it? How do we know it\u2019s working? And how do we make sure it sticks?<\/p>\n

Those questions have never really been about technology. They\u2019ve always been about running a legal department well.<\/p>\n

\n
\"\"
<\/figcaption><\/figure>\n

Stephanie Corey\u00a0is the co-founder and CEO of UpLevel Ops. She also serves as the Global Chair of\u00a0LINK x L Suite \u2014 a premier community of General Counsel and Legal Operations leaders united to transform the legal industry through collaboration, innovation, and strategic insight.\u00a0Stephanie\u00a0co-founded\u00a0LINK (Legal Innovators Network), a legal ops organization exclusively for experienced in-house professionals, and previously founded the\u00a0Corporate Legal Operations Consortium (CLOC), where she served as an executive board member. She is a recognized leader in legal operations and a frequent advisor to corporate legal departments on scaling operational excellence.\u00a0Please feel free to connect with her on LinkedIn<\/a>.\u00a0<\/em><\/strong><\/p>\n

The post Legal Operations Was Built For The AI Era<\/a> appeared first on Above the Law<\/a>.<\/p>\n","protected":false},"excerpt":{"rendered":"

Getty Images For years, Legal Operations has been described as the team responsible for improving efficiency. We implemented technology, streamlined workflows, managed outside counsel spend, and helped legal departments operate more like business functions. That\u2019s true, but it never fully captured what Legal Operations actually does because technology was never really the job. The job […]<\/p>\n","protected":false},"author":3,"featured_media":156769,"comment_status":"","ping_status":"","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[16],"tags":[],"class_list":["post-156768","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-above_the_law"],"jetpack_featured_media_url":"https:\/\/i0.wp.com\/xira.com\/p\/wp-content\/uploads\/2026\/07\/Stephanie_Website-pic-1-ewmwOV.jpg?fit=666%2C800&ssl=1","jetpack_sharing_enabled":true,"_links":{"self":[{"href":"https:\/\/xira.com\/p\/wp-json\/wp\/v2\/posts\/156768","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/xira.com\/p\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/xira.com\/p\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/xira.com\/p\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/xira.com\/p\/wp-json\/wp\/v2\/comments?post=156768"}],"version-history":[{"count":0,"href":"https:\/\/xira.com\/p\/wp-json\/wp\/v2\/posts\/156768\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/xira.com\/p\/wp-json\/wp\/v2\/media\/156769"}],"wp:attachment":[{"href":"https:\/\/xira.com\/p\/wp-json\/wp\/v2\/media?parent=156768"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/xira.com\/p\/wp-json\/wp\/v2\/categories?post=156768"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/xira.com\/p\/wp-json\/wp\/v2\/tags?post=156768"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}