A message from 2025-2026 LACBA President, Jeffrey Margulies

The legal profession has always been defined by its ability to adapt—grounded in tradition, yet responsive to change. Today, however, the pace and nature of that change are unlike anything we have previously experienced. As members of the Los Angeles County Bar Association, we share a responsibility not only to navigate this evolution ourselves, but to prepare the next generation of lawyers for a fundamentally different professional landscape.

For decades, legal training followed a familiar model. Junior lawyers learned by doing—drafting motions, managing discovery, conducting research—and by  observing more experienced attorneys in action. Apprenticeship was not simply a stage of professional development; it was the foundation upon which judgment, confidence, and professional identity were built.

That model is now under strain.

The rise of hybrid and remote work has transformed the day-to-day experience of young attorneys. Informal learning—the quick question down the hall, the opportunity to observe a senior lawyer’s approach to a call with a client or opposing counsel, the organic mentorship that develops through proximity—has become harder to replicate. While technology has created flexibility and efficiency, it has also introduced distance at precisely the stage when connection matters most.

At the same time, generative AI and other emerging technologies are reshaping how legal work gets done. Tasks that once served as critical training grounds for junior lawyers—first drafts, basic research, document review—are increasingly automated or augmented. These tools offer real benefits to clients and practitioners alike, but they raise an important question: if we remove too many of the traditional entry points to learning, how will young lawyers develop the judgment and analytical skills that define excellent lawyering?

These challenges are not reasons for concern alone—they are a call to leadership.

We must be intentional about reimagining apprenticeship in a hybrid world. Mentorship can no longer be left to chance. It must be structured, prioritized, and supported—whether through deliberate in-office collaboration, formal mentoring programs, or new approaches to training that leverage technology without replacing human guidance.

Similarly, as we integrate AI into our practices, we must do so thoughtfully. Technology should enhance—not substitute for—professional development. Junior lawyers should still learn how to think, analyze, and exercise judgment, even if the tools they use look different than those we senior lawyers relied on early in our careers. Indeed, understanding how to critically evaluate AI-generated work may become one of the most important skills the next generation must master.

Bar associations have a role to play in this moment. Through our sections and programming, LACBA can host conversations across firms, practice areas, and generations; share best practices; and create programming that supports both innovation and professional growth. Our collective experience is one of our greatest strengths, and it is essential that we pass it on—deliberately and effectively.

The future of the legal profession will not be defined solely by technology, nor by changes in workplace structure. It will be shaped by the lawyers we develop, the values we instill, and the standards we uphold. Preparing the next generation is not simply an institutional priority—it is a professional obligation.

If we meet this moment with intention and collaboration, we can ensure that the next generation of lawyers is well-prepared for the challenges and opportunities ahead.