We were pleased to contribute to the programme, with Miles Malaya participating in a panel discussion on Knowledge Management in the age of AI. The panel explored how strong knowledge foundations, high‑quality data, and clear governance are essential to moving AI beyond pilot projects and into reliable, day‑to‑day legal work. Rather than focusing solely on new tools, the discussion highlighted the importance of embedding AI within well‑designed processes that professionals can trust and use with confidence. 

Alongside the panel, we were represented by a delegation from our Commercial & Legal Excellence (CLE) department, including colleagues from Knowledge Management, Innovation, and the AI Solutions Working Party.  

Throughout the event, they attended sessions, roundtables and workshops, and engaged in in‑depth conversations with peers and technology providers to better understand what is working in practice across the market. 

Miles explains that “We’ve moved past asking whether to adopt AI and are now confronting what needs to sit underneath it for scale—knowledge, governance, workflows, and data. My Legal Geek panel session was a reminder that Knowledge Management isn’t legacy work in an AI everywhere world, it’s the quiet infrastructure that makes all the shiny things actually work.”  

Across both the formal programme and the many conversations throughout the day, several themes stood out.  

Many organisations are moving beyond early experimentation and are now focusing more deliberately on the fundamentals required for sustainable AI adoption. Data readiness, knowledge quality, governance structures, and thoughtfully designed workflows are increasingly recognised as the building blocks for long‑term success. 

As AI tools continue to mature and converge, organisations are also becoming more selective in how they assess and choose solutions. Criteria such as output quality, integration with existing systems, vendor support, and the effort required for adoption are playing a growing role, alongside potential productivity gains. 

There was also focus of the strategic implications of AI choices within a European legal context. Relying on a single model or provider can raise concerns around resilience, regulation, and long‑term flexibility. A more model‑agnostic approach, supported by strong internal knowledge and data, allows organisations to remain adaptable while addressing data‑sovereignty and regulatory considerations. 

Finally, discussions reinforced a point that came up repeatedly: successful AI adoption depends as much on people as on technology. Structured training, phased access, safe environments to learn, and thoughtful change management are proving essential to building trust and encouraging sustained, responsible use. 

At Loyens & Loeff, these conversations strongly reinforce our approach to AI. We see it as a way to strengthen what matters most: high‑quality legal advice, responsible innovation, and well‑governed knowledge and data that support both our people and our clients.  

Curious to learn more about how Loyens & Loeff approaches AI in practice? 

On our Artificial Intelligence page, we explain how we adopt AI responsibly, with strong governance, high quality knowledge and data, and professional judgement firmly at the core. Discover how we combine expertise and technology to deliver value for our clients.  

Thank you to Legal Geek for creating space for open, practical and forward‑looking discussions. We look forward to continuing this dialogue.