Research to help you decide what comes next
Explore what AI could mean for your business, what helps people put it to use and how to assess the claims being made for it. Our sector analysis, original research and commentary connect the evidence with the decisions leaders face.
Sector briefings
The business case for AI depends on the work, economics and priorities of the organisation using it. Our sector analysis examines those conditions and makes the assumptions behind potential returns visible.
What could AI be worth to your law firm?
The return from AI depends on how your firm works, how widely people use it and what happens to the time it saves. Published benchmarks can help you explore the possibilities, but their assumptions need to fit your business.
We offer a complimentary AI value briefing for your law firm, drawing on publicly available information, sector research and clearly stated assumptions. It explores how different adoption and usage scenarios could affect the business case, and identifies the questions worth investigating before you invest further.
The briefing is a starting point for discussion. Its estimates are illustrative, rather than forecasts or measured results from your firm. A detailed assessment builds on this by working with your people and internal information to test assumptions and develop a practical roadmap.
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How businesses make progress with AI
Stephen Harley's MBA research at Warwick Business School drew on interviews with 20 senior decision-makers across 18 UK businesses. It explored how leadership, trust, organisational culture and practical constraints shape the adoption of generative AI.
The published series examines what leaders can do when the answers are still emerging, why people can feel threatened by AI, and how shared learning helps turn individual experimentation into organisational capability.
Read the research series →How readiness grows through use
The Leadership Sensegiving–Readiness Heuristic is the model developed from the research. It describes a repeating cycle: leaders give direction, people make sense of what AI means for their work, and confidence and capability develop through experience. What they learn then informs the next decisions.
The model helps explain why readiness can grow, stall or reverse, and why leadership and learning need to continue as adoption develops.
Explore the model →Readiness Is Not a Gate
Our response to Microsoft's 2026 Work Trend Index considers where its findings align with our research and where a different interpretation could help leaders. It examines readiness, visible leadership and the work needed to turn time saved into business value.
Read the response →Put the thinking to work
If something you've read raises a question about your own organisation, we'd welcome a conversation. We can help you explore what it means for your priorities and where to go next.