The pattern repeats across all three, though. Adoption has outrun governance. Client and stakeholder expectations have outrun delivery. The organizations pulling ahead aren’t the ones talking about AI, they’re the ones putting it to work. As Raghu Ramanathan, President of Legal Professionals at 成人VR视频, puts it: “The firms creating a true competitive advantage today are not the ones talking about AI. They’re the ones operationalizing it.”

Jump to 鈫�

Law firms: clients stopped waiting a while ago

Law firm leaders are caught between two forces moving at once. Clients want proof, not promises: 77% say AI-enabled quality improvements from their firms matter enormously, but only 5% say they’re actually seeing them. Seven in ten in-house legal professionals expect firms to change how they charge as AI use grows. Only 28% of firms have changed their pricing at all.

Talent is watching the same gap. Nearly a quarter of law firm professionals would turn down a job offer that didn’t include real access to professional-grade AI, and when a lawyer’s own view of AI clashes with their firm’s actual direction, they become nearly three times more likely to leave within the year.

There’s also a liability many firms haven’t priced in yet: a third of law firm professionals are using AI tools their firm never approved, often on matters involving privileged, sensitive client information. The firm carries that exposure whether it chose to or not.

What should law firm leaders do? Two moves matter most.

1. Train lawyers to lead the AI conversation with clients themselves, in plain language, grounded in real matters, honest about where the firm is still figuring things out.
2. Open the pricing and value conversation early rather than waiting for clients to force it.

The industry has already moved past “should we use AI?” The real question now is “can we afford not to?” The action report for law firm leaders walks through how firms are already answering it.

Law firms under pressure

Practical actions law firms can take to remain competitive

Read the report

Corporate leaders: this is a leadership problem, not a licensing one

For corporate leaders, Liz Zimick, President of Corporates at 成人VR视频, names the challenge without softening it: “Taken together, these findings point to a change management and leadership challenge that no software license alone will solve.”

Well over half of corporate professionals feel real stakeholder pressure to move faster on AI, and 15% are already seeing financial consequences from moving too slowly, with another 29% expecting them within the year. 59% lack access to tools built to the accuracy standard their fiduciary work demands, so more than a third fill that gap with AI their organization can’t see or govern.

What should corporate leaders do?

1. Stop waiting for direction to arrive from the C-suite. Audit where your people are already using AI, formally or otherwise, and where real demand goes unmet.
2. Plan for every stage of the journey at once, since most departments start by scaling capacity and only later discover they need to rebuild the underlying workflow to reach something better.
3. Lead the AI governance conversation across the enterprise rather than simply joining it.

General counsel, in particular, are well positioned to define what responsible AI use means for the whole organization, not just their own function. The action report for corporate leaders breaks down where to start.

How corporate functions are responding

Strategic paths leaders can take to prepare for the future

Read the report

Tax and audit firms: talent already sees where this is going

Elizabeth Beastrom, President of Tax, Audit & Accounting Professionals at 成人VR视频, frames the stakes around a single insight: “Accounting and audit firm employees increasingly see professional-grade AI tools as a non-negotiable part of their jobs.”

Eight in ten tax and audit professionals now use AI several times a week, yet more than a third are doing it with tools their firm never sanctioned. Clients are watching just as closely: 89% say AI-enabled quality improvements matter enormously, and nearly a third of professionals believe their firm risks losing clients within the year if it can’t keep pace.

What should tax and audit leaders do? Four priorities scale from a two-person practice to a national firm.

1. Govern the tools your people already use instead of pretending they don’t; approving one professional-grade AI tool built on verified content changes your risk profile far more than a policy with no tooling behind it.
2. Know your direction even while the path evolves and decide early whether freed-up time should fund growth, work-life balance, or higher-value advisory work, because chasing all three at once dilutes each.
3. Ask your people honestly what they want AI to change about their work, then build your deployment, and your recruiting pitch, around the real answer.
4. Decide now what work your early-career professionals still need to do by hand, before AI quietly removes the chance to teach it.

The action report for tax & audit firm leaders goes deeper on each of these four moves.

Explore key findings

Four calculated moves for tax & audit firms

Read the report

Choose your path. Don’t drift into one.

Across law, corporate, and tax alike, the organizations getting real value from AI share one thing in common: they named a direction instead of waiting for one to emerge. The biggest gaps were never really technical, they were organizational: the right tools not yet in place, people never trained to work the new way, a strategy that never made it past the leadership deck. Closing that AI value gap takes leadership, not procurement.

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At 成人VR视频, we power the world’s business-critical professions with trusted, AI-powered technology built for high-stakes work. That’s not just a promise we make to our customers 鈥� it’s a standard we hold ourselves to every single day, inside our own walls. Because to deliver the kind of professional-grade technology that changemakers rely on, we must operate like the modern tech company we’re becoming.听

We’re using AI to reimagine how we work 鈥� not as a one-time project with a set end date, but as a fundamental and ongoing shift in how 成人VR视频 thinks, builds, and moves.听

The imperative is clear

The world is changing rapidly, and we must build the operational discipline and technology and talent strategy to pivot quickly, reimagine work in real time, and act fast while obsessing over our customers. This is not optional. Our opportunity 鈥� and our responsibility 鈥� is to shape the future now, both for 成人VR视频 and for the professionals who depend on us.听

With a听鈥減owered by AI, driven by people鈥澨齧indset, we鈥檙e reimagining听how we work 鈥� simplifying听processes, embedding听AI responsibly and empowering听colleagues to move faster and deliver measurable impact.听We leverage our听key differentiators 鈥� our content, our听editorial听and technology听expertise and go-to-market capabilities that no competitor can replicate.听听

A transformation built on proven foundations

成人VR视频 launched its internal AI transformation听over three years ago, co-led by our Technology听and听Human Resources听teams. We took a holistic approach 鈥� one that required technology deployment,听culture听change,听security and听governance frameworks听鈥� in parallel with听evaluating core skills听across the workforce听and how we measure success.听

As part of our ongoing maturity journey,听in 2024-2025,听we听established secure access to听a range of听AI solutions, on a dedicated employee AI platform and听within our听collaboration tools.听We听promoted a culture of听experimentation听and scaled our platforms to support听450听key听use cases.听In听2025, we听built the foundation. Now, we听are听narrowing the gap between adoption and value.听As of听April 2026, 70% of employees use AI tools consistently.听2026 is about听habit-building and听meaningful听use,听scaling what works and听transforming end-to-end workflows.听But that is not good enough. We expect听ALL employees at 成人VR视频 to听be using AI, every听day.听听

Why it matters

Leading in鈥疉I鈥�internally鈥痠s essential. Work has become more intense, with competing demands鈥痑nd鈥痗onstant context鈥�switching.听We can鈥檛 offer our customers the products and service levels we aspire to offer them without it.听The greatest value鈥痜rom鈥疉I doesn鈥檛 come鈥痜rom鈥痮ne鈥�off use. It comes鈥痜rom consistent habits over time鈥�� treating鈥疉I鈥痑s鈥痑鈥痶hinking鈥痑nd鈥痺orkload partner, enabling productivity鈥痑cross鈥痑ll dimensions of our work.听In parallel听with technical听skills,听we听nurture听uniquely听human skills听which increasingly complement听successful AI adoption: critical听thinking, curiosity听and judgment.听听听

Reimagining work in 2026 and beyond

In听2026 our focus听has听shifted听to driving听operational and business impacts听across all of 成人VR视频:听improved cycle times, quality, customer outcomes and productivity.听Our targeted areas of focus include AI transformation to augment and upskill talent and eliminate or automate workflows; building a high-performance culture that attracts top talent; streamlining vendor management and commercial systems; and expanding digital channel opportunities.听

This requires more than new tools. It requires a true mindset shift. To reimagine the future, we need agile design thinking, rapid testing and iteration, and the commitment to challenging traditional ways of working. Leaders across 成人VR视频 must play a critical role 鈥� exploring opportunities for automation and AI-first workflows, and actively upskilling talent for the AI-enabled future.听

At the individual level, that means asking “how could I use AI as a thinking and workload partner?” before starting any task. At the team level, it means holding managers accountable to coach and mentor their teams to听be a part of听our AI transformation.听It means actively engaging in strategic conversations about听our AI tool strategy听and how workflows, team structures, and roles can and should evolve with an AI-native听approach.听

The infrastructure that makes it possible

Reimagining how we work requires a foundation strong enough to support the ambition. Our internal AI platform, Open Arena, is accessible to all 26,000 成人VR视频 employees 鈥� offering secure access to听seven听large language model providers spanning 52 distinct models, with the ability to build multi-step workflows, conduct deep research, and operate within robust data protection controls.听We continue to expand access to Microsoft听365 Copilot, Claude.ai听as well as听a range of function-specific tools tailored to how each team actually works.听We听are actively evaluating frontier AI technologies听and agentic听capabilities embedded in听workflows听so that we can听equip our workforce to听innovate and deliver strategic value.听听听

Operating AI-first also requires us to transform how we use data across the organization so that our teams have ready access to intelligence that facilitates decision making and better outcomes for the professionals we serve.听 听

Built by the people who’ve done the work

What makes this transformation meaningful 鈥� not just measurable 鈥� is that it’s inseparable from the promise we make to our customers. 成人VR视频 uniquely combines deep domain expertise, authoritative content, and connected workflow solutions,听to offer our customers听fiduciary-grade AI. That expertise isn’t a quality check after the fact 鈥� it’s a foundational input. It’s structural.听When we reimagine how we work internally, we do it with that same standard in mind.听We elevate the quality听and speed of decision听making听鈥� and our trust in those decisions. We’re not approximating what a modern technology company looks like. We’re building one 鈥� from the inside out 鈥� with the same rigor, the same听thought leadership, and the same commitment to getting it right that our customers expect from us.听

The work continues

We cannot take our foot off the pedal. Our success in 2026 is critical for 2027 and 2028. The professionals who rely on 成人VR视频 鈥� the lawyers, accountants, tax specialists, and compliance experts who shape the world around them 鈥� deserve a partner that is always moving forward.听

It is why 鈥�Chosen by changemakers鈥� is more than a campaign line for us. It describes the professionals we build for: people whose decisions carry consequence, whose work creates certainty, and whose impact reaches far beyond the task in front of them.听Meeting and exceeding their听standards听are听both our challenge and opportunity.听听听

That is what it means to be chosen by changemakers. Built by people who’ve done the work. Reimagining what’s possible 鈥� inside and out.听

The right technology can change everything

The best don't just do their work. They change what is possible.

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As 成人VR视频 President and CEO Steve Hasker writes in the report’s foreword,

Read that twice, because it’s the sentence that explains almost everything else in this year’s findings.

Everyone’s using it. Not everyone has what they need.

Here’s what makes this moment strange: 74% of professionals now use AI several times a week, and nearly half turn to it multiple times a day. By any normal measure, that’s a technology success story.

But look closer and the picture shifts. 41% of professionals who use AI at work still don’t have access to tools built for the standards their profession actually demands, tools that protect confidential data, ground their answers in authoritative content, and show their reasoning clearly enough to defend it. So people do what motivated professionals always do when the tools they’re given fall short: they find their own. More than a third now use AI their organization hasn’t approved or can’t see, quietly building risk no one is tracking.

Clients feel this gap too. Nearly 78% corporate buyers of professional services say AI-enabled quality improvements matter enormously to them. Just 6% say they’re getting that from most of the firms they hire. Almost a third are already reconsidering those relationships, and among the ones walking, a third estimate more than $1 million in annual work is on the line.

Talent is walking too, for the same reason. 91% of professionals feel some degree of AI value gap between what they expect AI to deliver and what they’re actually getting at work. One in four of them is already planning to leave within two years, and replacing them costs an estimated $232,000 each. The people driving the most change in how their work gets done, the changemakers inside every firm and department, are also the ones with the most options elsewhere.

Three futures, and every organization is already choosing one

Here’s the part of the report we find most useful for leaders: whether your organization has thought about it deliberately or not, you’re already answering one question through your actions: what is AI really for?

The data shows three distinct answers taking shape:

Some organizations are choosing AI to Elevate, putting human expertise at the center and using AI to clear away routine work so people can spend more time on judgment, strategy, and relationships. It’s the answer most professionals want for themselves, chosen by 52% as their preferred future.

Others are pursuing AI to Scale, treating AI mainly as a capacity solution: more volume, faster turnaround, steadier quality, without growing headcount at the same rate. Roughly a third of professionals see this as their path.

A smaller group is going further still with AI to Reimagine, rebuilding how they operate and what they offer clients around capabilities that didn’t exist before, rather than optimizing what’s already there. Only 7% describe this as their current reality, but they’re also the most ambitious professionals in the survey, and the least patient with organizations still moving at the old pace.

None of these paths is wrong. What the data does make clear is that choosing one on purpose, and following through, beats drifting into one by accident. Where organizations have named an AI strategy, 66% of professionals say AI is meeting or beating expectations for creating value. Where there’s no active strategy at all, that number drops to 22%.

Why the strategy on paper never seems to reach the desk

This is where so many organizations lose the thread. 35% of professionals whose organization has a named AI strategy say they don’t truly see it in their day-to-day work. The strategy exists. It just hasn’t traveled.

Professionals point to the same handful of reasons, again and again. Nearly half say the right tools simply aren’t in place yet. 43% say they were never trained to work the way the strategy assumes, no one taught them when to trust AI’s output, when to double-check it, and when to override it entirely. 32% say the strategy never got translated into anything concrete enough to act on. And nearly a third say there’s no shared understanding of the plan across the organization at all, different teams are quietly working from different assumptions about where things are headed.

The choice in front of every professional

What comes through most clearly across all 1,816 responses is that this moment rewards the organizations willing to choose deliberately and build toward that choice with discipline, rather than wait for the perfect strategy to arrive fully formed. As Hasker puts it, “AI is a powerful force multiplier, but the judgment, relationships and accountability remain human, and that won’t change.”

That’s the real dividing line in this year’s data, not who has access to AI, but who decides on purpose what to do with it. The professionals and organizations pulling ahead aren’t waiting for someone else to hand them a strategy. They’re changemakers, whether or not they’d use the word, and they’re exactly who we build for.

Read the full to see where your organization stands, and where your biggest opportunity is hiding.

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AI has split into systems built for casual use and systems built to be trusted with consequences, and the two look almost nothing alike under the hood. The chat-window version answers one question at a time, drawing on whatever it absorbed from the open internet. Newer is a system that plans across multiple steps: pulling the current version of a regulation, drafting against it, checking its own citations, and flagging where a person needs to step in 鈥� one connected process, not a single reply. That’s agentic AI: the difference between a tool that finishes a task and one that finishes the work.

Adoption has outrun trust. Per the , 74% now use AI several times a week and 44% multiple times a day 鈥� yet 91% feel some degree of AI value gap between what they expected and what they’re getting. That’s not the technology failing; it’s a sign much of what’s in daily use was built for a lighter job than it’s now handling. 41% lack access to AI built specifically for professional work on verified content, and 34% admit to using unsanctioned AI tools their organization can’t see.

Which kind of AI is actually in your hands?

The interface often looks identical regardless of what’s underneath. But a system trained on the open web and one grounded in validated, domain-specific authority behave very differently the first time something genuinely matters 鈥� a filing, a clause, an opinion a client acts on. The tell isn’t confidence; both sound confident. It’s what happens when you ask how do you know: whether the system points to a checkable source or just restates the answer more firmly.

That’s the line 成人VR视频 draws across today’s market: general-purpose assistants trained on the open web, productivity copilots built into office software, domain wrappers layered on general models, and Fiduciary-Grade AI, grounded in authoritative content and built for outputs a professional can trace, verify, and defend. Only the last was built for work where almost right isn’t good enough.

Why 成人VR视频 built a new standard

Legal decisions, financial filings, tax positions, and audit findings carry accountability that can’t be shared with an algorithm. 成人VR视频 formalized the standard it believes AI must meet to be trusted with that work: Fiduciary-Grade AI.

The report also shows professionals agree almost unanimously on what they need: 96% say AI must safeguard confidential data, 94% say it must ground outputs in authority, 90% say it must produce defensible reasoning. And 47% say final responsibility for an AI-assisted error lands on the professional themselves, not the vendor or the model 鈥� an instinct that only holds up when the tools they’re given can back it up.

In practice, the standard comes down to where a system’s answers originate. A Fiduciary-Grade system traces every material output to a verifiable source, carries the full context of a matter, and builds privacy and security into its architecture rather than layering it on. It’s shaped by credentialed experts from the outset, built to recognize the edge of its own knowledge, and leaves a trail a professional, regulator, or court could review.

The cost of getting the category wrong

The AI value gap has a price tag. Nearly a quarter of professionals experiencing it are considering leaving within two years, at an estimated $232,000 replacement cost each. On the client side, 78% of corporate clients say AI-enabled quality is essential, yet just 6% say most providers deliver it, and 32% are already reconsidering firm relationships over it. It’s a talent signal too: 32% using Fiduciary-Grade AI would turn down a role without it, versus 12% of those without access.

The pattern is consistent: professionals use AI constantly, clients expect it, and a large share of both feel let down. That’s rarely AI failing outright 鈥� it’s the wrong category doing a job it wasn’t built for. A tax filing citing an outdated regulation, a contract clause built on the wrong jurisdiction’s case law, an audit finding grounded in a superseded standard: in each case, the professional who signed off, not the AI, bears the consequence.

The question worth asking about the AI you already use

You don’t need a new framework to see the difference 鈥� just ask where the AI in front of you gets its answers. If it can’t point to a checkable source, if nobody can say which experts shaped it versus reviewed it after the fact, if you don’t know what happens to your data when the vendor swaps in a new model underneath 鈥� you’re looking at a tool built for a lighter job than the one you’ve handed it.

That’s the gap Fiduciary-Grade AI was built to close: not a faster assistant, but a different category of technology, grounded in authority, accountable for its reasoning, and honest about what it doesn’t know.

Fiduciary-Grade AI

What it is, why it matters, and how to buy it

Read the article

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Journalism has always been a race: to understand what happened, verify it, add context and reach the people who need to know. That mission hasn鈥檛 changed. What has changed is the terrain 鈥� and the tools that help journalists navigate it.

The latest tool, generative AI, buys journalists the one thing they need most in a race: time. By fundamentally slashing the time required to send news alerts from a press release, translating a story into Japanese or German or turning a transcript into a first drafts from hours into seconds, it creates space for higher-value work. That reclaimed time is where the real advantage lies.

At , we have spent the last two years building tools that close that gap in ways that preserve what a 175-year-old news organization cannot afford to compromise: accuracy, trust and editorial accountability.

When building AI-assisted editorial tools, the temptation is to optimize for speed: get the alert out faster, and get the summary live before the competition. Speed is fundamental and incredibly valuable at Reuters 鈥� and our clients depend on it.

But we understood that speed unmoored from accuracy is the opposite of what our customers need. A fast wrong answer is worse than a slow right one. Our tools had to be fast and correct, or they were not Reuters tools at all.

Two kinds of AI tools

The editorial tools we have built fall into two broad categories: tools that reduce friction in production, and tools that expand what is possible.

In the first category: our AI summarization skill, which now generates bullet-point summaries for 94 percent of major news stories, up from 33 percent before the tool existed. CheckMATE, our generative AI tool for enhancing machine translation quality, is used by more than 100 Reuters translators across French, Spanish, Portuguese, Italian, Korean, Chinese and Japanese. These tools do not produce content that goes straight to readers. They produce better starting points for journalists who then edit, verify and are accountable for the result.

In that same category sits LAMP, our packaging platform. Pairing a story with the right images, video and related items used to be careful manual work. LAMP uses a large-language model to match assets to stories with markedly high accuracy. The journalist still owns the final package. The machine just removes the assembly work.

In the second category: AI-voiced video packages in Spanish and Portuguese, which let us serve global markets at a scale that was previously out of reach. And Super Summaries, our AI-driven earnings intelligence product launched in July 2025, has expanded Reuters earnings coverage with more than 3,600 additional companies thus far. These tools create new value, not just faster versions of things we already did.

Video is the next frontier for that kind of reach. Live events generate hours of raw footage that someone must watch, log and cut before a single clip reaches a client. For the World Cup, we built an AI video-enrichment pipeline that helps turn the relentless volume of press conference footage into edited, ready-to-use raw video, at scale. It is the difference between covering a single moment and covering everything that is happening around it.

Why journalists have to be in the room

The most important lesson from this work is one that any technologist building for knowledge workers will recognize: the people closest to the work know things the technology does not.

Every tool we have deployed went through multiple rounds of development with journalists in the room 鈥� not as test users at the end of the process, but as co-designers from the beginning. When our alert suggestion and text annotation tool FactGenie got a news judgment call wrong, it was our journalists who could articulate exactly why it was wrong and what the model had missed. When CheckMATE flagged a translation error, it was our translators who knew whether the fix preserved the right register and tone. You cannot build that kind of editorial intelligence into a system without editorial intelligence built into the process itself.

The journalists who use our tools are not the only beneficiaries. The clients who depend on Reuters are as well.

When a financial professional opens a Super Summary on a company Reuters previously could not cover, that is a direct consequence of AI-powered scale applied with editorial judgment. When a media client receives a news package in Spanish that would previously have required a separate production workflow, that is AI-enabled reach. When an alert reaches a client鈥檚 screen ahead of the competition, that is AI-assisted speed, backed by the same editorial standards that have defined Reuters since 1851.

We are also building AI tools into the platforms our clients use directly. Reuters Connect has integrated AI-driven search. Reuters Imagen is deploying new features to speed up and enhance video editing. We launched the Reuters AI Suite in April 2025, starting with transcription and translation tools tuned specifically for news use. The goal is not just to give clients better content. It is to give them better workflows.

Setting the bar for what comes next

The professionals Reuters serves 鈥� journalists, financial analysts, media organizations, tech companies and consumers 鈥� share something with every changemaker: their work carries consequence. The decisions they make reach further than the task in front of them.

That is the opportunity AI presents for us: not to replace the judgment that makes Reuters valuable, but to give the people who exercise that judgment more time, more reach and better tools. AI helps them get to the story faster, understand more of the world and serve their audiences with depth and accuracy.

The technology that earns a place in this newsroom is technology that meets our standards. That is a high bar. And it is the same bar we are setting for everything we build next.

The right technology can change everything

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Those who drive real change don鈥檛 do it themselves.

They find the right partners. They move fast. They stay focused on outcomes, not optics. And they build trusted relationships that create real, visible business results.

That’s what changemaking looks like in partnerships.

Change in legal, tax, and compliance doesn鈥檛 wait for consensus. I鈥檝e watched firms overhaul their infrastructure and move to the cloud while competitors were still debating the business case. I鈥檝e seen AI go from an emerging capability to the backbone of professional workflows in the span of a few years. The window to lead doesn鈥檛 stay open long. The firms that moved decisively won ground they haven鈥檛 given back. The ones that hesitated are still catching up.

But here鈥檚 the part that gets underestimated: Speed and ambition only get you so far on your own. The real leverage, the kind that creates durable competitive impact, comes from partnerships built on complementary strengths, genuine trust, and a shared obsession with the outcome.

I see the same pattern in the work we鈥檙e doing alongside Anthropic and Google. Our new MCP integration with Anthropic connects Claude directly to CoCounsel Legal. Attorneys can move seamlessly between general-purpose AI and fiduciary-grade legal workflows without leaving either environment. With Google, we鈥檙e extending our solutions through advanced cloud infrastructure so enterprise customers can pursue their broader cloud and AI strategies without sacrificing the security and scalability their work demands.

Our partnership history goes far beyond AI partners and platforms. The Big Four consulting firms have worked closely with 成人VR视频 for decades to find the best compliance solutions for their clients to enable changemakers in large, multinational enterprises. Specialized legal partners like DeepJudge听– bringing AI-powered knowledge management to law firms – and Sterne Kessler, where we built a analysis together, show the same pattern at a different scale. So do our longstanding partnerships with leading ERP providers, where 成人VR视频 content and workflows are embedded directly into the enterprise systems and advisory practices professionals already rely on.

The partners who move markets share a few things in common.

The best ones know their lane and they own it. They bring deep, differentiated expertise and trust you to bring yours. That clarity is what makes the collaboration valuable. Sterne Kessler didn鈥檛 need to become a content/data company. They needed a partner who was one.

They also engage at every level. The most productive partnerships aren鈥檛 managed at arm鈥檚 length through quarterly business reviews. They鈥檙e built through ongoing dialogue, real accountability, and people on both sides genuinely invested in making it work. The relationship is the infrastructure.

What separates the best from the rest, though, is the ability to operate in uncertainty. This industry is changing too fast for anyone to have all the answers upfront. The partners who create the most impact make sharp decisions with incomplete information and adjust as clarity develops. Paralysis in the face of ambiguity is expensive.

And underlying all of it: a genuine focus on the mutual win. The best partnerships aren鈥檛 zero-sum. They鈥檙e structured so that growth for one creates growth for the other. That alignment of incentives is what drives scale and engagement across companies, teams and individuals.

Every significant shift I’ve seen in my career has been accelerated by the right partnerships forming at the right time. We’re in one of those moments now…. AI is moving fast, the regulatory environment is shifting, and the professionals we serve are under more pressure to do more with less. The partnerships we build today will determine what this industry looks like in five years.

The right technology can change everything

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But for the professionals 成人VR视频 serves, agentic AI is not enough. In legal, tax, risk, compliance, and other high-stakes environments, a system that can act is only valuable if it can act with the right context, within the right controls, from the right sources, and with a clear path for human verification. Autonomy without accountability is not progress. It is risk. The next category will not be defined by autonomy alone. It will be defined by accountable autonomy.

What is means to be a Changemaker

It is why 鈥�Chosen by changemakers鈥� is more than a campaign line for us. It describes the professionals we build for: people whose decisions carry consequence, whose work creates certainty, and whose impact reaches far beyond the task in front of them.

When AI can generate a credible answer in seconds, expertise moves up a level. It becomes less about producing every output yourself and more about knowing what to ask, what to trust, what to challenge, and what you are willing to stand behind.

That is what changemakers do.

To me, changemakers are not defined by how quickly they adopt new technology. They are defined by what they do with it. They are the professionals who use better tools to make better decisions, reduce risk, create certainty, protect rights, strengthen institutions, and help businesses and societies move forward.

Changemakers are not looking for technology that replaces their judgment. They need technology that sharpens it. That belief is shaping how we build at 成人VR视频.

Introducing Fiduciary-Grade AI

For 175 years, professionals have chosen 成人VR视频 because their work carries consequence. Our next chapter is about taking the trust, authority, and expertise this company has built over generations and expressing it in a new form: Fiduciary-Grade AI.

Fiduciary-Grade AI is our standard for AI in high-stakes professions: grounded in authoritative, domain-specific content, shaped by subject matter experts, protected by rigorous privacy and security safeguards, and designed to produce outputs professionals can verify, explain, and defend. If agentic AI is the capability, Fiduciary-Grade AI is the standard that makes it usable in professional work.

That distinction matters because the market is moving quickly from AI assistants to AI agents. But in professional work, the end state is not a collection of agents completing isolated tasks. The real opportunity is agentic work systems: trusted systems that can reason across professional context, coordinate content and tools, act across steps, support verification, and keep the human professional in control. This is the shift from AI as a side tool to AI as part of the system of work itself.

What this looks like in practice

What that looks like depends on the professional context.

In legal, it is matter-aware agentic work across documents, legal authorities, matter context, drafting tasks, review workflows, and verification needs.

In tax, it is engagement-aware agentic work across filings, workpapers, notices, compliance, planning, advisory, and client-specific context.

For corporate professionals, it is business-aware agentic work across contracts, policies, obligations, risk, compliance, regulatory requirements, and enterprise workflows.

Across all of these environments, the goal is the same: AI that does not simply answer questions, but helps professionals understand, decide, act, and verify with confidence.

That is why 成人VR视频 is built to lead this next era. Our advantage is the unique combination of authoritative content, unmatched domain expertise, and technology built around the way professionals actually work. In the AI era, that combination becomes even more valuable.

That is technology with purpose.

Why 成人VR视频 is positioned to lead

That is why this moment is so consequential for 成人VR视频 and for the customers we serve. We are not simply adding AI to existing products. We are re-architecting how professional work gets done, with CoCounsel becoming the trusted AI experience where professionals can bring together their work, their documents, their trusted sources, their tools, their collaborators, and the agentic intelligence needed to move complex work forward.

This is one of the most significant transformations in our company鈥檚 history. It requires us to move with speed and ambition, but also with the responsibility that comes from serving professions where trust is non-negotiable.

The easy path in AI is to celebrate what the technology can do. The harder and more important path is to build for the professionals who must understand, verify, explain, and own the outcome.

That is what changemakers deserve. Real change does not start with technology alone. It starts with people willing to take responsibility for a better future.

That is what it means to be chosen by changemakers. It means building technology for the people who do not just adapt to the future, but create it, and who need AI they can trust when the work matters most.

The right technology can change everything

The best don't just do their work. They change what is possible.

See how

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