Following a few years of aggressive recruiting and restructuring, law firms have cemented their talent positions through 2025. As we head into 2026, I predict that firms will increase their focus on retaining the talent they have spent time, effort, and (a lot of!) money embedding into their organizations. This stems largely from an understanding that retaining top talent is now a commercial imperative.

Alignment with client values and the importance of strong and deep client relationships is therefore greater than ever – and clear ground for building commercial advantage.

We know from our BigHand research report ‘The Million Dollar Problem’ that law firm clients are reducing the number of firms on their panels and looking for cheaper legal services. They are also raising their expectations around cost efficiency and expertise. Alignment with client values and the importance of strong and deep client relationships is therefore greater than ever – and clear ground for building commercial advantage. By retaining the talent that has fostered key relationships and delivered valued client work, trust is earned. And in today’s increasingly competitive market, winning (and retaining) business without trust is impossible.

As a result, I can see firms offering more options for lawyer career development and clearer career paths, as well as a much greater focus on feedback and performance management. It’s also imperative that lawyers get access to work that is relevant and stimulating by progressing their work allocation programs, and BigHand’s Resource Management solution is uniquely positioned to help them do just that.

For more 2026 predictions, join our Virtual Conference.

My recent conversations with senior law firm leaders have revealed several challenges facing firms in the year ahead. The unifying theme throughout those challenges is people. Yes, AI is advancing fast, and yes, the practice of law is shifting, but the human side of the equation is where the toughest challenges (and the greatest opportunities!) lie, and firms must get this right if they are to be successful. Leaders are grappling with questions about productivity, career paths, working arrangements, and how the firm can either accommodate or attempt to influence disparate and evolving expectations. Today’s partners are a mix of those who try to emulate their predecessors and those who see a different future, (or even present). Many junior lawyers are confused, unclear, or just indifferent.

Yes, the practice of law is shifting, but the human side of the equation is where the toughest challenges (and the greatest opportunities!) lie.

The firms that succeed will be those that layer technology intelligently around their people, bring everyone closer to mutual understanding, and have the tools in place to set their number one asset up for success. That’s exactly where our focus will be. Through BigHand Resource Management, we’re well-positioned to positively impact how lawyers operate and what work they’re doing day to day. In 2026, BigHand will continue to help firms bring clarity and insight to their leaders and work allocators, and to inform intelligent and strategic decision-making every day. Productivity, effective work generation, greater efficiency, and improved profitability will be their return on investment. 2026 will also see BigHand continue to develop its technology through strategic and thoughtful use of AI. The goal is simple: get the right information into the hands of the right people, at the right time.

For more 2026 predictions, join our Virtual Conference.

As I look ahead to 2026, I believe more firms will acknowledge that the biggest risk they face is holding onto an operating model that simply doesn’t work for them any longer. Legal work is increasingly sophisticated, client expectations are very high, and talented staff are overstretched, which makes instinctive, partner-led ways of working unmanageable. We will see more firms properly redesigning how work moves through the business at all levels. Some may even outsource parts of their delivery model, while others will keep fixing things around the edges because they think they have the time. However, more firms will undoubtedly move towards skills-based, data-led resourcing to support sustainable growth, protect their talent, improve clarity, and remove the unnecessary pressures baked into old ways of working.

The biggest risk they face is holding onto an operating model that simply doesn’t work for them any longer.

At the same time, 2026 will be about revived leadership and investing more deeply in people. Systems alone won’t cut it. This shift to new ways of working will require firms to provide more guidance, training, and support as new operating models emerge. Leaders will set the direction and give teams more confidence as utilization becomes healthier and access to high-value work becomes fairer and the norm, rather than the exception. 2026 will be about developing new operating models grounded in data and the supportive environments that ensure work flows clearly, fairly, and predictably across the firm.

For more 2026 predictions, join our Virtual Conference.