Goodwin Procter

Goodwin Procter, a global law firm with 1,600 lawyers spanning the United States, Europe, and Asia, faced mounting pressure to modernize how legal work gets done across highly complex, high-stakes practice areas including technology, life sciences, private equity, and litigation. Coordinating consistent legal delivery across multiple geographies and diverse practice groups — each with distinct workflow demands — made scaling quality counsel increasingly difficult. Without purpose-built AI tooling, lawyers were spending disproportionate time on document-intensive tasks like discovery review, contract analysis, and initial drafting, limiting their capacity for higher-value strategic work and slowing client service.

Goodwin entered a design partnership with Legora, a generative AI platform built specifically for legal professionals, to co-develop and deploy the tool firmwide rather than adopting an off-the-shelf product. Powered by large language models and generative AI, Legora was engineered to handle summarization, issue spotting, contract terms extraction, and initial document drafting. In litigation contexts, the platform accelerates post-discovery document analysis, assists with affirmative discovery drafting, and supports fact analysis and exhibit management. To drive adoption across all global offices and practice areas, Goodwin launched a structured training program comprising platform fundamentals sessions, practice-specific workshops, live events, and recurring weekly office hours. A dedicated internal team continues building tailored Legora workflows in response to specific client requirements.

Goodwin achieved a full firmwide rollout of Legora across all global offices and practice areas, making it one of the more comprehensive generative AI deployments among large global law firms. Early results were described as positive, with the platform demonstrating utility across a broad range of legal use cases. Key outcomes include:

• Firmwide adoption across all practice groups and geographies, supported by structured onboarding
• Lawyers equipped with AI capabilities for document-heavy tasks in both transactional and litigation work
• A dedicated team actively building custom workflows to address client-specific requirements as they emerge
• Framing by firm leadership as a delivery model transformation, not merely a technology upgrade

• Design partnerships outperform procurement: Co-developing with a vendor allows firms to shape the platform to actual workflows rather than retrofitting off-the-shelf tools.
• Structured training is a deployment requirement, not an afterthought: Practice-specific workshops and recurring office hours were central to achieving broad adoption at scale.
• Treat AI rollout as operational change, not IT change: Goodwin's COO framed this as delivery model transformation — that framing drives firmwide buy-in.
• Maintain a dedicated workflow team post-launch: Ongoing customization ensures the platform keeps pace with evolving client needs rather than becoming shelfware.