Key Takeaways from the 2026 LMA Annual Conference [Published in Law360]

By Maria Aronson and Gina Rubel

The world has entered an era of accelerated transformation, with profound effects on the legal industry. Widely dubbed the Age of AI, this era is shaped by advances in artificial intelligence, shifting client expectations and increasing pressure on law firms to operate with the discipline of modern businesses. Those dynamics were on full display at the 2026 Legal Marketing Association Annual Conference (LMA26), where marketing leaders, law firm executives and business development professionals discussed how the profession is evolving and what firms must do to remain competitive, if not afloat.

Across sessions on AI, client engagement, market consolidation, lateral hiring and thought leadership, a clear message emerged: the traditional model of law firm growth, driven largely by individual lawyers and personal networks, has given way to a more structured, data-driven and client-focused approach.

Marketing’s Expanding Role in Law Firm Strategy

One of the most noticeable themes emerging from LMA26 was law firms’ growing recognition of the vital role of marketing, business development and communications teams. No longer just responsible for creating collateral or organizing events, these legal professionals are crucial partners in shaping firm strategy and boosting revenue. This shift reflects a broader transformation within law firms, where growth is more intentional, data-driven and aligned with long-term business objectives.

Legal marketing professionals are involved much earlier in strategic processes, helping to evaluate opportunities, identify client needs and connect firm capabilities to drive measurable outcomes. Their cross-functional visibility allows them to act as connectors across practice groups and leadership, ensuring that strategy is defined and implemented effectively.

The conference also underscored that this evolution is operational and deeply human. As firms adapt to rapid changes driven by AI, globalization and shifting client expectations, leadership, adaptability and culture are critical differentiators. Speakers emphasized the growing importance of leadership styles rooted in empathy, empowerment and vision, noting that teams must be carefully guided through uncertainty while maintaining alignment and momentum.

A recurring theme was the need to anticipate disruption rather than react to it. As change cycles accelerate, law firms that take a proactive approach to innovation are better positioned to compete. This requires a mindset shift, particularly in an industry that has historically been risk-averse. Keynote Carla Johnson reinforced this point, highlighting the importance of moving beyond efficiency and execution into discovery and imagination, where innovative ideas and growth opportunities emerge.

Driving this kind of change is not without challenges. Law firms remain complex organizations with highly autonomous professionals, and change management is a persistent hurdle. Lawyers require clear, evidence-based reasoning before adopting novel approaches, underscoring the importance of communication and internal alignment. Marketing, BD and communications professionals increasingly play a role in bridging that gap, helping translate strategic initiatives into practical, actionable steps that resonate internally and externally.

Talent Strategy and Integration Are Critical to Growth

Talent strategy, particularly in the context of lateral hiring, emerged as one of the most complex and consequential issues discussed. While lateral hiring remains a primary avenue for growth, alongside mergers and acquisitions, it also presents significant challenges that many firms struggle to manage effectively.

“Nearly 70% of lateral partners underperform expectations for their book of business, and almost half leave within five years of joining a firm,” according to Stacey McReynolds, the North America Business Development Lead at Clyde and Co. These setbacks are costly and disruptive, prompting firms to rethink their hiring and onboarding processes.

In response, firms are rethinking how they approach integration, moving away from viewing it as a short-term onboarding exercise toward treating it as a long-term, strategic process.

Speakers emphasized that successful integration begins well before a lateral joins the firm. Increasingly, legal marketers are involved in the pre-hire phase, helping to assess candidates, develop business plans and identify potential synergies with existing clients and practices. This early involvement allows firms to set clearer expectations and establish a roadmap for success from the outset. Rather than relying on assumptions about a lateral’s ability to transition their practice, firms are taking a more proactive approach, working collaboratively with candidates to define goals and align resources before the hire is finalized.

The integration process continues through the critical first months. Without structured support, laterals can become overly focused on existing matters or struggle to navigate internal systems and relationships. Conference discussions underscored the importance of consistent communication, targeted introductions and tailored support, recognizing that each lateral’s needs and circumstances differ.

Thereafter, long-term integration requires sustained attention and accountability. Firms are increasingly using data to track progress and evaluate factors such as client development, internal collaboration and revenue generation. These metrics offer valuable insight into whether integration efforts are effective and where adjustments may be needed. At the same time, speakers acknowledged that integration challenges often stem from internal dynamics rather than from the lateral hire. Lack of alignment among partners, unclear expectations and insufficient follow-through can undermine success. Addressing these issues requires coordination across leadership, including marketing and BD and a willingness to intervene when problems arise.

Hiring talent is only the beginning. Real value is created through thoughtful, sustained integration that aligns individual capabilities with firm strategy. As law firms continue to rely on lateral hiring as a growth engine, their ability to integrate laterals will increasingly determine whether that strategy succeeds.

AI Is Reshaping Visibility and Operations

It’s no surprise that AI was a key topic throughout the conference. The conversation leaned more toward practical realities than hype. On the client side, AI is transforming how legal services are discovered and assessed. As more people turn to AI-powered tools to find information, law firms must rethink how they showcase their capabilities. Relying solely on traditional websites, search engine optimization and rankings is outdated. Content must be clear, concise and accessible (not behind paywalls), resonating with humans as well as with AI tools. Content that is overly technical, overly long, full of legalese, lacks a clear takeaway, or is inaccessible is less likely to appear in AI-generated responses. As a result, firms are adopting a more disciplined approach to public relations, thought leadership and overall external communications.

Internally, AI is also transforming how legal marketers operate. Investments should be tied to specific business problems with measurable ROI. Tasks that once required considerable time and resources, such as drafting content or analyzing data, can now be completed more efficiently. This allows teams to focus on higher-value activities, including strategy development, client engagement, RFPs and procurement opportunities, high-priority industry rankings and relationship building.

At the same time, various speakers emphasized that technology alone does not create a competitive advantage. The firms that succeed combine technological capability with human insight. Judgment, creativity and empathy remain essential, particularly in a profession built on trust and relationships.

These developments mirror broader trends across the legal and regulatory landscape, where institutions are modernizing frameworks that no longer align with current market realities. For law firms, the challenge will be integrating all forms of AI in ways that enhance efficiency, outcomes and client value.

Client-Centric Content Is More Essential Than Ever

Another theme was the growing importance of client-focused communication. Speakers repeatedly emphasized that effective thought leadership must begin with the audience, not the author.

For many firms, this represents a significant shift. Legal content has traditionally been written from the lawyer’s perspective, often prioritizing technical accuracy over timeliness and relevance. While accuracy is essential, it and case summaries are table stakes. Clients expect lawyers to share information that explains what has happened and why it matters to their business. And they want to know immediately, not days or weeks later. This requires a focus on analysis, critical thinking and delivering clear, actionable insights in a concise, rapid and engaging manner.

Journalists and media professionals at the conference reinforced this point, noting that readers are overwhelmed by information and typically spend only seconds engaging with content before deciding to continue. Thus, the most valuable information must be presented immediately, rather than buried deep within the content. For legal PR professionals, this reality has direct implications for media relations: reporters are making the same rapid judgments when scanning pitches, press releases and expert commentary. This shift is driving the adoption of an editorial mindset, treating content creation as a strategic function rather than a routine task.

Marketing teams are increasingly acting like newsrooms, identifying timely topics, shaping narratives and ensuring that content aligns with client interests. Personalized content focused on building trust and ease of interaction is critical to building consistent touchpoints rather than one-off interactions with clients. Firms that embrace this approach are better positioned to differentiate in a crowded marketplace and move clients from transactional engagement to long-term partnership.

Relationships Are Being Repriced in the Age of AI

While relationships have long been central to the legal business model, conference discussions made clear that they are no longer sufficient on their own. The growing use of AI, particularly in areas like legal procurement, is beginning to reshape how clients evaluate and select outside counsel. At least one GC shared that AI is already being used to inform procurement decisions, signaling a shift toward more data-driven, efficiency-focused selection processes. In this environment, relationships may open doors, but they are increasingly being tested against measurable performance, responsiveness and value.

This does not diminish the importance of relationships; rather, it changes how they are built and sustained. Externally, connections with clients, talent, referral sources and the media remain critical for visibility and access. However, maintaining those relationships requires delivering insights, speed and outcomes that align with how these audiences leverage technology. Trust is no longer based solely on familiarity. It is reinforced by relevance and results.

Internally, the same evolution is underway. Successful integration of lateral hires, effective cross-selling and business development still depend on strong internal networks, but firms are becoming more intentional and systematic in how they build them. Marketing and business development teams are mapping relationships, facilitating collaboration and using data to identify opportunities that might otherwise be missed.

At the client level, firms are moving beyond relationship management toward relationship intelligence. As clients adopt AI to manage spend and evaluate performance, law firms are being pushed to better understand client priorities, anticipate needs and demonstrate value. The result is a more structured, accountable approach to relationship-building, one that blends human connection with data, technology and strategic insight.

Looking Ahead

The LMA26 highlighted a legal industry at a pivotal moment. From AI to client expectations and talent strategy, the direction of change is clear.

Law firms are evolving into more structured, data-driven businesses that place greater emphasis on strategy, implementation and measurable results. This transformation mirrors developments across the broader corporate landscape, where institutions are grappling with how to adapt to technological disruption and shifting market dynamics.

Recognizing these trends is not enough. Success will depend on integrating technology, aligning teams, changing pricing and compensation models, and delivering consistent value to clients. The firms that thrive will be those that move beyond traditional models and embrace a more creative, business-oriented approach to the practice of law.

Keynote Cassi Chandler calls this “transformative leadership.” This is the type of leadership that “knows their power, extends their power and embraces the champions within.”

Maria Aronson is an account manager at Furia Rubel Communications. She advises law firms on internal and external communications, earned media and reputation management. She works closely with mid-market and Am Law firms to develop targeted messaging, implement marketing and public relations campaigns and strengthen market positioning. Maria can be reached at maria@furiarubel.com.

Gina Rubel is the CEO and general counsel of Furia Rubel Communications. She educates professionals on devising and implementing strategic and crisis communications plans to manage their reputation, develop and attract top talent and drive business success. She is the co-host of On Record PR. Gina can be reached at gina@furiarubel.com.