Every day, we learn more about how artificial intelligence is reshaping the workforce. In the legal industry, AI is already transforming long-standing processes and shifting client expectations. Much like the adoption of email and personal computers before it, adapting to AI is no longer optional — it’s essential for staying competitive in a rapidly evolving professional landscape.
Baker Botts recently hosted an AI Learning Lab for our summer associates. This article reflects on that experience and shares a few thoughts on AI’s growing role in legal practice.
Like many firms, Baker Botts is exploring how best to leverage AI — both for the benefit of our clients and for training our lawyers. We’re also thinking about how to build fluency with these tools early on. With law schools increasingly offering AI-focused curricula and certificates, we want to reinforce how such initiatives can equip the next generation of lawyers to thrive in a technology-driven environment.
This summer, during our annual “Baker Weekend” — which brings together summer associates from all offices for networking and learning — we featured an AI Learning Lab designed to immerse participants in the practical use of AI in legal work. The firm’s 70 summer associates were divided into seven teams and paired with Baker Botts lawyers who serve as the firm’s AI “super users,” regularly working with clients on emerging technology matters. Their time and expertise were critical to the success of the program.
The lab simulated a typical workflow for a trade secret dispute, requiring participants to use AI tools in a hands-on, collaborative setting. Here’s how it worked:
- Event Prep: Before Baker Weekend, we hosted a one-hour virtual session to introduce participants to the capabilities of AI, guidance on prompt engineering and a discussion of confidentiality and ethical considerations.
- Mock Trade Secret Case: During the lab, teams tackled a hypothetical legal matter using AI-generated content. Each team was split into subgroups tasked with drafting a complaint, preparing a motion for preliminary injunction or conducting discovery. We created about 15 pages of background materials that participants had not seen beforehand. This volume of material was intentionally overwhelming to encourage strategic use of AI for summarization, analysis and drafting.
- Analysis and Reflection: After completing the assignments, teams regrouped for a discussion led by team captains to reflect on AI’s strengths, limitations and lessons learned.
- Follow-Up Training: One of the most interesting outcomes was the clear appetite for more. Participants asked for additional hands-on training with the tools our lawyers use. We’re not only responding to that request for the summer program but also rolling out year-round AI training across the firm.
What we learned was encouraging. The AI Learning Lab boosted both technical skills and confidence. Summer associates reported they were more likely to incorporate AI into their workflows and saw the potential for greater efficiency. Most importantly, they recognized that AI is not a substitute for legal judgment — it’s a supplement to it. Every participant raised their hand when asked if they’d like further AI training.
The lab also reinforced a core truth: While AI is a powerful tool, it still requires active human engagement and discernment to produce high-quality legal work. As one summer associate put it, “Using AI in a real-world legal scenario really showed how technology is shaping the future of law. But working alongside experienced lawyers and identifying where AI fell short highlighted how essential human judgment still is.”
AI isn’t just a matter of internal capability. With many of our clients at the forefront of innovation, especially in the tech sector, we see it as our responsibility to be equally forward-looking. This AI lab was just one part of a broader firmwide strategy — focused on training, testing and responsible adoption. Effective use of any new technology requires investment of time, talent and care. And as with past innovations — such as email, Google and LexisNexis — adoption can feel daunting at first. But consistent use leads to confidence, and confidence opens the door to real value.
We want Baker Botts lawyers to see AI not just as a tool for productivity but as a resource for deeper insight and better client service. Increasingly, clients expect their lawyers to not only understand AI’s capabilities but to explain its implications — legally, operationally and strategically. Our ongoing investment in AI education is preparing our lawyers to lead these conversations.
Lawyers aren’t going to be replaced by AI. But those who use it well will outpace those who don’t. The time to engage is now — and our job is to bring our experience, judgment and rigor to meet this moment of change.
Rich Harper leads the Artificial Intelligence Group at Baker Botts and serves as partner-in-charge of the firm’s New York office. He advises some of the world’s most sophisticated technology, media, and entertainment companies in high-stakes commercial litigation and emerging AI-related matters.
Travis Wofford is chair of the Corporate Department in Houston, vice chair of the Global M&A Practice, and member of the Securities Opinion Committee.