Seyfarth Shaw Partner: Law Firms Should Invest in AI Training in Law Schools or Via Associate Programs

Key Takeaways

• AI skill gaps hinder law firm innovation
• Law schools lack formal AI curricula
• Associate bootcamps fast‑track technology adoption
• Transformational leadership unlocks budget for training
• Early AI exposure boosts client service efficiency

Summary

Seyfarth Shaw labor‑and‑employment partner David Baffa urges law firms to fund AI curricula in law schools and launch associate‑level training programs. He argues that current business barriers—budget constraints, legacy systems, and cultural resistance—stifle innovation. By embedding AI skills early, firms can accelerate adoption of generative‑AI tools for research, document drafting, and compliance. Baffa highlights his firm’s recent Legalweek Leaders in Tech Law award as proof that transformational leadership drives technology integration.

Pulse Analysis

The legal sector is at a crossroads as generative AI reshapes research, drafting, and risk analysis. While large firms have begun piloting AI tools, many still grapple with legacy workflows and a workforce untrained in these technologies. This talent deficit translates into slower ROI and heightened compliance risk, prompting industry leaders to look beyond internal upskilling and toward academic partnerships. By aligning curricula with real‑world practice, firms can ensure new graduates arrive ready to leverage AI from day one.

David Baffa’s proposal centers on two practical pathways: direct investment in law school AI programs and the creation of associate‑focused training tracks. In the first model, firms sponsor faculty, fund lab resources, and co‑design courses that mirror the firm’s technology stack, guaranteeing relevance and immediate applicability. The second model resembles a corporate bootcamp, where newly hired associates undergo intensive, hands‑on AI workshops before handling client matters. Both approaches promise faster tool adoption, reduced reliance on external consultants, and a culture that views technology as a core competency rather than an add‑on.

The broader implication is a shift in competitive dynamics. Firms that embed AI fluency early will deliver faster, more accurate services, attracting cost‑conscious corporate clients and differentiating themselves in a crowded market. Moreover, a well‑trained workforce can better navigate ethical and regulatory challenges associated with AI, mitigating exposure to malpractice claims. As the legal industry continues its digital transformation, proactive AI education will become a decisive factor in long‑term profitability and market relevance.