INTA 2026 Conference "AI-First Legal Leadership": Reinventing Strategy Beyond Efficiency Gains

Moderated by Welly Tantono, the panel featured John Ward (Moderna), Rose James (Expedia Group), and Liz May (3M), who shared practical insights into the transition toward AI-enabled legal departments.

From Workflow Automation to Value Creation

A central theme of the discussion was the tangible impact of AI on productivity. Approximately 30% of legal workflows are already AI-enabled, with clear benefits in speed and cost efficiency. For John Ward, the starting point is simple: automate routine tasks.

“When I arrive, I focus first on emails, agenda and repetitive workflow,” he explained, emphasizing that AI should give this free time, reduce friction and improve efficiency. The ultimate metric remains return on investment: “We live in a world of numbers - AI is a force multiplier. It increases volume but, more importantly, amplifies your most valuable contributions.”

This shift is measurable. Som tasks that once required four hours can now be completed in as little as 25 minutes. The gain is not merely operational - it redefines where legal professionals allocate their time, enabling a move toward higher-value strategic thinking.

AI as Infrastructure and Strategic Partner

Rose James highlighted the importance of embedding AI within internal systems rather than treating it as an external add-on. At Expedia Group, AI is integrated into content creation, trade secret protection, and advertising review processes, supported by engineering teams and tailored tools.

She also addressed a growing issue: the use of AI by external counsel. While firms cannot realistically be prevented from using such tools, transparency is essential to manage risks effectively.

Beyond legal workflows, James illustrated AI’s versatility through practical examples - from supporting career advancement using AI to generating a personalized training plan for a long-distance race. “It’s an extraordinary assistant,” she noted, underscoring how AI extends beyond professional use into everyday problem-solving.

Adoption rates reflect this momentum: around 65% of professionals are already using AI tools, with time savings and faster decision-making cited as key drivers.

Skills, Risks, and the Human Factor

While efficiency gains are undeniable, the panel warned against overreliance. Liz May raised concerns about skill erosion, particularly among junior professionals. Drafting and iteration are increasingly supported by AI, but without proper guidance, foundational legal reasoning could weaken. Her recommendation: reinforce mentorship structures to ensure that AI complements, rather than replaces, human expertise.

Verification also remains critical. Panelists stressed the importance of cross-checking outputs against reliable sources such as Time magazine and avoiding blind trust in overly affirmative AI responses. Human judgment, combined with professional networks, remains indispensable.

Toward AI-First Leadership

The session concluded with a clear message: adopting AI is not just about tools - it requires a shift in mindset and leadership.

Immediate actions include dedicating daily time to experimentation, launching a low-risk pilot project, and engaging with communities exploring AI capabilities.

Mindset evolution is equally crucial. AI should be treated as a “24/7 advisory council,” not a novelty. Leaders must move from simply using AI to being accountable for its integration and impact across their teams.

Long-term capability building involves continuous iteration, co-designing processes with users, and developing self-awareness to know when to rely on AI—and when not to.

Redefining the Role of In-House Legal Teams

The concept of an “AI-first” legal department is no longer theoretical. As demonstrated during this INTA session, it is rapidly becoming a necessary reality. By automating routine work, in-house teams can redirect their focus toward strategic leadership, innovation, and value creation.

In this evolving landscape, the real competitive advantage lies not in access to AI tools - widely available and increasingly affordable (ChatGPT wa - but in how effectively organizations integrate them into their workflows, culture, and decision-making processes.

In this evolving landscape, competitive advantage no longer derives from mere access to AI tools - now widely available and increasingly affordable (with ChatGPT frequently cited by speakers as one of the most prominent AI solutions currently in use) - but rather from the extent to which organizations are able to effectively integrate these tools into their workflows, organizational culture, and decision-making processes.

Sophie Stevenard