Traditional legal team hierarchies are slowing innovation and frustrating tech adoption. Here’s how agile team models from law firms, government, universities, and project-based industries can help legal leaders restructure for speed, collaboration, and client value.
The command-and-control structure found in many UK law firms has endured for decades. But in today’s tech-driven environment, that pyramid model is turning into an innovation bottleneck. Decision-making is centralised. Experimentation is rare. And legal teams are struggling to keep pace with fast-moving client expectations and new digital tools.
So how can firms reimagine their team structures without losing rigour or accountability?
To find answers, we looked at how leading law firms, public bodies, and universities have successfully adopted agile ways of working:
In 2024, TLT’s TLT team won Legal Technology Team of the Year for developing a training solution with Vodafone using Josef. FutureLaw operates as a cross-functional innovation unit, combining legal and tech roles to cut through the hype and deliver real value.
“We cut through the hype to find legaltech that really adds value.” – Thomas Stone, Senior Legal Technologist, TLT
The UK’s embeds agile into public service delivery. Its teams are multidisciplinary, aligned to project phases, and funded flexibly (“fund teams, not projects”). Empowered decision-making and user-centred design are key features.
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“You need the right people, working together in the right way to solve the right problem.” – GDS Agile Delivery Manual
UUֱ and Pinsent Masons , allowing paralegals from each organisation to gain legal, research, and knowledge experience. This cross-institutional training model supports career development through agile learning.
“This partnership provides another route to qualification for those who wish to become solicitors.” – Richard Coffey, Head of Managed Legal Services Delivery, Pinsent Masons
transformation of its professional services teams is a standout example of agile in back-office roles. Unallocated desks, shared work zones, and a purpose-driven culture help staff move fast and collaborate better across functions.
Regional firm launched an AI innovation programme involving trainees in design and prototyping. The initiative led to seven pilot projects, showing how early-career staff in small teams can deliver meaningful solutions with the right support.
deployed multi-skilled AI teams to launch systems for due diligence and antitrust work, using tools like ContractMatrix and platforms developed with Harvey. These cross-functional squads mimic senior reasoning and free up lawyers for high-value tasks.
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used legal design thinking to build innovation squads that co-create new client services. By mixing legal, design, and business roles, they scaled cultural change and ideation across teams.
Sticking to traditional legal hierarchies means:
The result? Missed opportunities to serve clients better. Faster case handling, better insights from legal data, and innovative pricing models all require legal teams to move faster and more collaboratively.
Redesign roles around outcomes, not job titles. Combine tech, legal, and ops into cross-functional delivery teams.
Appoint agile champions. Create “team enablers” (like scrum masters) to foster collaboration and unblock decisions.
Rethink space and process. Adopt hybrid desk setups, shared digital workboards, and daily huddles for better flow.
“Agile teams aren’t about working faster—they’re about delivering the right value, sooner.” –
If your legal team structure is clashing with your innovation goals, it’s time for a rethink. Legaltech won’t thrive unless your people are empowered to test, learn, and collaborate.
What is an agile team in legal services?A small, empowered team combining legal, tech, and support staff to deliver iterative client-focused solutions.
Can this work outside of litigation or digital roles?Yes. Agile teams have been successfully applied to HR, finance, KM, and internal operations.
Is agile just about sprints and stand-ups?No, it’s a mindset focused on continuous improvement, shared goals, and fast feedback loops.
Where can I see agile legal teams in action?Look to legal ops functions in large firms, in-house legal teams in tech companies, or UK public sector digital projects.
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