The Case for a Law Firm Futurist: Building Agility for a Changing Legal Landscape

The Case for a Law Firm Futurist: Building Agility for a Changing Legal Landscape

In an era of accelerating technological disruption and shifting client expectations, law firms can no longer afford to focus solely on immediate demands. A Best Era article by Ryan McKeen says what’s needed is a dedicated perspective on what lies ahead. While the title may vary, every firm requires a “futurist”: a strategic thinker tasked not with managing today’s operations, but with anticipating tomorrow’s challenges and opportunities. 

This role is not about implementing tech tools; it’s about cultivating vision. A law firm futurist scans emerging trends, identifies vulnerabilities, and prompts the firm to ask difficult questions about how artificial intelligence, evolving client demands, and competitive threats might reshape the practice of law.

Most firms are stuck in reactive mode, tethered to legacy systems and workflows. A futurist breaks that inertia by fostering proactive, future-focused dialogue. This role opens space for high-level thinking and safeguards the firm from becoming obsolete in a rapidly changing market.

Equally important is understanding that agility is not just about adopting new platforms but about reshaping firm culture. True agility depends on a willingness to challenge old assumptions, make decisions quickly, pilot and iterate new solutions, and create a psychologically safe environment where innovation thrives. Agile firms blur traditional boundaries by encouraging collaboration across legal, operations, technology, and client service teams. They prioritize solving real client problems over chasing the latest technology.

McKeen says leading firms in the AI age will be defined not by their size, but by their speed and foresight. Now is the time to designate a futurist, foster experimentation, and rethink how decisions are made. The future won’t wait, and the firms that move first will have the advantage.