Thank you to the King County Bar Association for publishing an insightful article written by Revitalization Partners Director Pat Scanlon on the process of transforming a company through artificial intelligence.
Posted on: Apr 1, 2025
Bar Bulletin Blog: General
By now, business attorneys have probably figured out that artificial intelligence or AI can do just about anything. Looking for licensed receivers to manage a cannabis case? ChatGPT or Claude can point you to an objective source list in seconds. Guidelines for initiating and filing Subchapter V bankruptcies? Mere child’s play. Minutes of the client’s upcoming Board meeting? Check. Would you like that in print or audio form?
The question clients are asking now is not what can AI do; it’s what can AI do for us? Use cases are flooding in as companies jump into the unknown waters and start paddling, learning as they go. Others are watching from the sidelines, not sure how they want to take the plunge and filled with anxiety about what might happen if they do.
The fear factor is understandable. Business doesn’t like uncertainty, especially when executives don’t fully understand the forces behind it. However, armed with the right strategy and experienced leader, the outcomes that can be produced are nothing short of remarkable and legal counsel can play an influential role in that transformation.
AI Is Following the Same Playbook as the Internet and Big Data
While AI may be new, the process around its successful implementation is not. There was a time when both the Internet and Big Data were dismissed as fleeting trends — mere “flavors of the month.” Many businesses viewed them as novelties rather than essential elements of modern operations. Yet today, any company that fails to leverage the Internet or make data-driven decisions is unlikely to remain competitive, let alone survive.
What’s striking is that the process of change that made these technologies indispensable is identical to how AI must be incorporated into organizations today. The companies that thrived in the digital revolution were those that strategically set goals and outcomes they wanted from these advancements, structured their efforts around achieving those outcomes, strategically embraced the technologies, adapted their operations to leverage the available advances, and ensured their workforce was prepared for the shift. AI demands the same approach — it must be treated as a fundamental business transformation, not an optional enhancement.
AI Is Not Just Technology —It’s Change
Viewing AI merely as an upgrade to existing systems is a narrow perspective that fails to recognize its broader impact. The real power of AI lies in its ability to drive profound organizational change, requiring strategic alignment, cultural readiness, and a well-defined governance framework to ensure its ethical and effective implementation.
Culture Change: The Cornerstone of AI Integration
Without genuine cultural buy-in, even the most advanced AI projects are unlikely to gain traction. Many businesses focus on AI’s technical capabilities — how it can optimize processes or reduce costs — while overlooking the greater challenge of managing change and transforming mindsets across all levels of the organization.
“Change only happens when they think it was their idea. It only lasts when they decide it is essential to their job security.”
Engaging employees early in the AI adoption process and fostering a participatory approach rather than imposing top-down directives is critical. Middle management, in particular, plays a pivotal role in AI integration. Without their support, even the best strategies will struggle to succeed. Investing in comprehensive training and change management programs ensures employees gain the skills and confidence to work alongside AI, viewing it as a valuable tool rather than a threat.
“The Generals can make all the decisions they want, but if the Captains & Sergeants don’t want it to happen — it won’t.”
AI Governance: Balancing Innovation with Oversight
Implementing AI responsibly requires a careful balance between fostering innovation and maintaining appropriate oversight. Excessive regulation can stifle progress, while insufficient governance can lead to ethical dilemmas, suboptimal implementation, and unintended consequences.
Counsel must work with management to ensure that legal, compliance, and AI development teams work together effectively. Governance must be practical, ensuring it mitigates risks while also fostering development and innovation. Addressing key concerns around bias detection, auditing, and explainability is critical to building trust in AI-driven decisions. By rigorously testing and documenting AI behavior — particularly regarding reliability and potential errors — businesses can transition AI from a source of apprehension to a trusted driver of strategic success.
Preparing for AI as a Catalyst for Business Transformation
AI is not a simple plug-and-play solution. It requires a fundamental shift in decision-making processes, workflow structures, and employee skill sets. Leaders must move beyond curiosity and adopt a structured, strategic approach to AI. Without cultural readiness and strong governance, AI risks remaining an underutilized tool rather than the transformational force it is capable of becoming.
In conclusion, embracing AI demands more than just technological investment — it necessitates a comprehensive transformation in organizational culture and governance. Attorneys are uniquely positioned to support this sea change. Those that do will lead their clients to success in the uncharted waters of an increasingly AI-driven world.
Pat Scanlon is the Director of Revitalization Partner’s (RP) Business Transformation Practice. RP specializes in complex business restructuring and receiverships. Pat brings extensive experience in leading organizational change and optimizing operations through innovation and data-driven transformation.
