Richard Susskind revisits The Future of Law: Part 1 — what stayed true, what’s new

Susskind's retrospective addresses several concrete issues: which early predictions proved accurate, where expectations outpaced reality, and which ideas remain untested. He focuses on whether legal leaders have correctly identified the sources of disruption, and whether the sector has achieved genuine innovation or simply faster versions of traditional practice.

Susskind emphasizes that many technological advances have made lawyers faster, but speed alone is not transformation. He draws a distinction between incremental improvements to existing workflows and reengineering services so they no longer require the same human inputs. He also links technological choices to strategic outcomes: where firms digitise to improve efficiency, others will redesign services to change pricing, delivery and client access.

One concrete outcome Susskind highlights is a once-in-a-generation chance to improve access to justice. By rethinking delivery models and using technology to automate routine tasks, legal services can be made affordable and available to more people. The podcast discussion frames this as a practical obligation: leaders must recognise real opportunities to redesign services rather than only upgrading legacy processes.

Susskind identifies a pattern where leaders focus on surface-level innovation — replacing paper with digital files or making existing processes slightly faster — instead of reimagining service models. He argues that genuine change requires different organisational incentives, clearer product thinking, and a readiness to accept non-traditional competitors in the market.

This is the first part of a two-part podcast. Part One sets the scene: the comparison of past predictions with present reality, the competitive landscape for law firms, and the potential to widen legal access through redesigned services. Part Two, scheduled for publication on 5 October, continues the discussion and explores additional forward-looking themes.

For law firm leaders and legal operations professionals the practical implications are:

• Audit where your investments merely speed existing workflows versus where they enable new service models.
• Map likely competitors beyond law firms — consider alternative providers and productised legal services.
• Pilot delivery changes aimed at underserved markets to test whether automation and redesign can expand access.