Executive summary vii About the authors xiii Chapter 1: Artificial intelligence, authentic practice: the uneasy partnership reshaping legal services 1By Colin Levy, general counsel, Malbek The intersection of human judgment and AI capabilities 2 Governance frameworks centered on human judgment 4 Developing judgment skills for AI-augmented practice 9 Professional standards for human-AI collaboration 14 Conclusion: A balanced vision for human-AI legal practice 18 Chapter 2: The law, genAI, and us: a journey into the future of legal thinking 23By Dr Valérie M. Saintot How genAI is changing our thinking 24 A proposal to reclaim and train the legal mind 28 A genAI prompting accountability checklist 35 Conclusion 37 Chapter 3: Challenges and ethical considerations in the age of generative AI 39By Natalie Pierce, partner and chair of the Employment & Labor Group, and Stephanie Goutos, head of employment law practice innovation, Gunderson Dettmer Introduction to ethical challenges 39 Challenges and professional obligations when using genAI 42 Failing to leverage genAI responsibly may create serious risks 45 Best practices for lawyers to manage risks relating to genAI 48 Conclusion 52 Chapter 4: The data drain: navigating copyright challenges in the era of AI 63By Joanne Brook, consultant solicitor (intellectual property and technology law), Lionshead Law AI training data: who owns the engine, and who owns the oil? 63 Claiming back copyright 65 AI copyright for a bicentennial brain 68 Does AI need an "Asenion Law"? 69 Information wants to be shared 70 But is it art? 72 Same old new law 73 Chapter 5: The legal technology playbook: a step-by-step guide to implementing legal technology 79By Justin Turman, founder, Automate Office Work Phase 1: Needs assessment, process mapping, and goal-setting - a strategic approach 80 Phase 2: Build vs buy analysis and vendor selection choosing the right path 83 Phase 3: Pilot program or proof of concept - testing before scaling 85 Phase 4: Planning, customization, and integration crafting a cohesive solution 88 Phase 5: Training and change management - cultivating confidence and adaptability 90 Phase 6: Implementation and rollout - executing with precision 92 Phase 7: Monitoring, feedback, and continuous improvement sustaining success 95 Phase 8: Planning for updates, enhancements, and scalability - future-proofing your legal tech 97 Phase 9: Evangelizing success and expanding use - igniting a culture of innovation 99 Phase 10: Evaluation and future planning - reflecting to propel forward 101 Conclusion: Embracing the future of legal practice 103Chapter 6: Managing expectations: practical steps to achieve successful AI implementation 107By Mark Gediman, senior research analyst, Alston & Bird AI cannot replace good old-fashioned legal research. yet 109 Determining the best AI tool(s) 110 Conclusion 114 Chapter 7: The global impact of the European Union''sAI Act on the legal profession 117By Itsiq Benizri, counsel, WilmerHale Essentials of the AI Act for the legal profession 117 Impact on non-EU laws 122 Impact on compliance requirements for legal professionals 124 Conclusion 132 Chapter 8: Navigating regulatory frameworks: building ethical and compliant AI in the legal sector 139By Harry Borovick, general counsel, Luminance What is ethical AI? 139 What is legally compliant AI? 141 Regulatory frameworks governing AI in legal practice 142 Key compliance considerations for legal AI 144 Strategies for ensuring AI compliance in the legal sector 147 Bringing it all together 151 Chapter 9: AI in the legal arena: navigating ethics, confidentiality, and professional responsibility 155By Erick Robinson, partner, Brown Rudnick LLP AI in the legal profession: navigating confidentiality and privacy concerns 155 Client consent and governance 160 Ongoing security measures 160 The reality of AI 161 The future of AI in legal practice: balancing innovation with ethics 171Chapter 10: The human side of legal AI: leadership and value creation in in-house teams 175By Rasmus Kirkeby Salling, head of transition, new markets, and Peter Kaas, head of digital legal and compliance, Falck Leadership considerations 175 Capturing value 177 Measuring value 183 Setting the team 188 Conclusion 192 Chapter 11: Building AI-ready legal teams: strategies for hiring and integrating external talent 195By Matthew Dunne, senior innovation and data science manager, Katten Muchin Rosenman LLP Strategy 195 Hiring for AI-ready legal teams 198 What''s next? 206 Conclusion 208 Chapter 12: Tech and law: how research prototyping drives genAI adoption in legal practice 211By Dr Megan Ma, founding executive director, Legal Innovation through Frontier Technology Lab (liftlab), Stanford Law School Setting the stage 212 Prototyping with purpose: building fast and thinking slow 213 Testing and evaluating prototypes 216 Future directions 217 Concluding remarks 218 About Globe Law and Business 221.