What clients want and how they choose

“The firms that have stood out have done so by demonstrating a problem-solving mindset from the very first interaction… a focus on making things workable rather than simply identifying risks.”

Chambers USA Respondent

Client decision drivers

Understanding where demand is moving is only part of the picture - how clients are selecting counsel is evolving in parallel.

Chambers researchers polled clients this year on what external factors affected their selection of legal counsel, with core concerns centering – unsurprisingly – on regulatory and political uncertainty, artificial intelligence and cost.

In an era of unprecedented lateral movement, clients also offered nuance to the idea that they hire lawyers and not law firms – citing the depth of resource, international strength, and succession planning as key criteria for outside counsel selection.

Regulatory and policy uncertainty

Clients face anxiety due to shifting legal and political frameworks, complicating long-term planning.

The artificial intelligence question

Clients see AI as a legal risk they do not fully understand and a test of whether firms are modern, efficient and credible. Several note it will reduce tolerance for high billing on routine work.

Cost vs value

Clients are highly sensitive to rate escalation, increasingly vocal about predictability and more open to AFAs.

People vs platform

Commentary strongly confirms individual lawyers drive selection, but clients demand deeper benches, cross-border strength and multidisciplinary teams.

Elite firms are no longer judged solely on technical mastery, but on:

Speed of interpreting regulatory change
Ability to translate legal into operational decisions
Cross-practice coordination

The most successful practice groups brand themselves as regulatory early-warning systems, not responders. Those that contextualize risk in a commercial manner typically outperform technical but less pragmatic peers.

Regulatory and policy uncertainty

Constantly changing rules.”

“Unpredictable enforcement.”

“State and federal divergence.”

“Policy shifts driving immediate legal risk.”

Chambers USA Respondents

Unpredictable enforcement.”

State and federal divergence.”

“Policy shifts driving immediate legal risk.”

Chambers USA Respondents

Policy shifts driving immediate legal risk.”

Chambers USA Respondents

Top firms are expected to:

Advise on AI risk, not just use AI internally
Demonstrate AI literacy at partner level, not as a marketing slogan
Show how AI improves speed, insight, or cost – not margins

AI increasingly becomes part of the value justification, especially on fees, while partners are expected to speak fluently on AI governance, risk and regulation.

The artificial intelligence question

[There] is the growing expectation that outside counsel will leverage AI tools to streamline processes, improve efficiency and deliver cost savings.

Chambers USA Respondents

Complexity is rising and risk tolerance is falling, but budgets are flatlining.

In-house counsel are demanding:

Clear scope
Early budgeting
Evidence of efficiency

Clients praise firms with an intentional strategy, using AFAs as a strategic partnership tool.

Cost vs value

Unfortunately, budget constraints will have a significant impact on our ability to use outside counsel.”

Chambers USA Respondents

Clients want a trusted adviser backed by the resources of an elite firm.

Aggressive lateral hiring aligns with client priorities if:

Lateral stars are visibly integrated
Clients see continuity beyond one partner
Teams demonstrate depth, not just names