:Harvey: Power Users: The Champions Network

Two-thirds of our users engage with Harvey monthly, and about half of those use it at least weekly. My focus this year is driving more consistent usage from everyone else, both those who use it occasionally and those who may have forgotten it exists. Ideally, when someone is, for example, building a chronology for an employment tribunal, using Harvey isn’t optional — it’s the standard way the work gets done.

AI is unusual in that it’s highly discretionary. If I roll out a new HR platform and you want to book time off, you have to use it, otherwise you don’t get to go on holiday. With generative AI, you can continue working exactly as you always have.

You may be more effective, more profitable, and deliver better client service by using it, but the decision to use it still sits with the individual, in the moment.

We’re building the scaffolding to show people how to use the tool effectively. Power users help us identify high-value use cases, which we can then share more broadly across the firm.

We’ve also built a network of Harvey champions, who are individuals embedded within practice groups who can support, guide, and encourage adoption. Many are knowledge lawyers, so this extends naturally from the training and updates they already provide: here’s the latest case law, here’s what’s changed, and here’s how people are using Harvey in this group.

Alongside that, we run what we call “spotlights,” which are all-hands sessions where three or four people share how they’re using Harvey. These speakers come from across the firm and at every level — from junior marketing managers to IP disputes partners to data associates — all showing practical, real-world use cases.

Our top users span every level of the organization, from trainees through to senior partners. It’s not generational, and it’s not limited to a specific practice area. We see strong usage across employment, commercial, and non-legal teams.

What they have in common is that they’ve found ways to apply the technology effectively to their work. But they’re often doing so individually — which means the next step is turning that experimentation into more structured, group-level adoption to drive scale and return.

We haven’t seen evidence of a generational divide over the past year. If you look at our top users, it’s consistently a mix, from senior partners to junior team members.

There are, however, two forces at play. More senior lawyers tend to have greater agency — they’re confident, self-directed, and able to evaluate outputs quickly, which allows for more creative use. At the same time, many of the most relevant use cases (chronologies, due diligence, contract analysis) sit with associates. So there’s an interesting interplay between who can use the tool most creatively and where the highest-volume opportunities sit.

Take the results of individual experimentation and turn them into shared best practices. If someone has found an effective way to use the tool for a specific task, the goal is to make that the default approach for everyone doing that work.

Champions don’t need to be the most advanced users themselves. They need to understand where the technology fits within existing workflows and help others adopt it. And just as importantly, you need to maintain a consistent communication cadence — that drumbeat is what keeps adoption moving.

It’s about showcasing real success stories from across the organization. When a trainee and a partner can both say, “Here’s what I did with Harvey this month,” it carries more weight than a central team telling people what they should be doing.