Two connected signals from the legal market point to how AI is beginning to reshape practice economics and competitive dynamics at elite law firms. First, commentary from law.com's international edition argues that AI alone will not rescue Big Law's business model, quoting Adams & Adams, described as Africa's leading IP firm, alongside Bowmans and ENS as firms grappling with how to deploy AI responsibly. Adams & Adams is quoted directly: 'Even in our commercial departments, we are of the view that AI has to be babysat.' The piece suggests that even firms experimenting seriously with AI tools maintain strong human oversight requirements, rejecting the idea that AI autonomously delivers efficiency gains at scale. Second, in a development with direct competitive implications for Magic Circle and Silver Circle firms, UK-based law firms dropped out of the top ten in Spanish M&A legal adviser rankings in the first half of 2026, with domestic and US-led firms taking market share in a subdued deal environment. While the Spanish rankings story is not primarily AI-driven, the law.com framing explicitly links it to the broader question of whether AI-enabled US firms are outcompeting UK incumbents on cross-border mandates. Together, the two signals reinforce a common theme: AI adoption pressure on law firm business models is intensifying, but the 'AI replaces lawyers' narrative is being actively contested by practitioners on the ground.
Why this matters
The 'AI has to be babysat' framing from a senior practitioner at a leading African IP firm is commercially significant because it reflects a governance posture that most City firm general counsels will recognise: AI tools are being used, but with human review checkpoints rather than autonomous output. That posture has direct implications for how firms price AI-assisted work and how they draft technology licence and data processing agreements with AI vendors. The UK firms' exit from Spain's top M&A rankings is a separate signal about competitive positioning in cross-border European deal-making, but the law.com framing connects it to whether AI-enabled US firms are gaining a structural cost or capability advantage. For trainees, both stories reinforce that understanding AI governance frameworks and client expectations around AI use is becoming a baseline professional competency.
On the Ground
A trainee working on an AI governance matter would be drafting or reviewing an AI governance policy for a law firm or corporate client, marking up a data processing agreement with an AI tool vendor, and preparing a regulatory impact assessment memo covering the firm's obligations under applicable data protection and professional conduct rules.
Interview prep
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“How does the requirement for human oversight of AI tools affect the economic case for AI adoption by City law firms, and what are the professional conduct implications?”
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