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AI as a tool for preserving organisational knowledge
One legal team had built a structured library of around 50 contract templates. By combining these with AI, lawyers can quickly identify where a customer's contract deviates from their organisation's preferred positions.
Another participant described how their team connected Copilot to almost 8,000 documents stored in SharePoint.
The real added value? Being able to retrieve the history behind a contract negotiation. Which clauses were discussed two years ago? What compromises were accepted? And why?
Suddenly, AI becomes much more than a drafting assistant. It helps make years of organisational knowledge accessible and useful.
This is particularly valuable in legal departments, where knowledge often remains with individual lawyers or disappears when someone leaves.
Faster drafting still requires better judgement
AI can analyse contracts and identify potential risks at impressive speed. But the discussion also highlighted important limitations.
One participant explained how AI sometimes struggles with complex contracts where the real risk is not found in one particular clause, but in the interaction between several provisions.
A delivery obligation, a payment mechanism and another contractual commitment may each look acceptable individually, while together creating significant commercial risk.
An experienced lawyer sees that bigger picture. AI does not always do so.
And there is another paradox: sometimes verifying an AI-generated analysis takes longer than doing the work yourself.
So, are we solving the right problems?
The value of AI depends not only on what it can produce, but on how intelligently lawyers integrate it into their work.
Ultimately, the most interesting question isn't whether AI can review contracts faster or instantly uncover insights from past negotiations.
It is whether we can use AI to build better, more effective legal departments.
Turning that potential into practical improvements requires more than technology alone. And perhaps this is precisely where legal interim managers have a particularly valuable role to play. Having worked across different organisations, they bring first-hand experience of diverse legal operations, AI tools and ways of working. This broader perspective puts them in a unique position to identify what works in practice, challenge established approaches and help turn AI’s potential into meaningful, lasting improvements.
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