Is there space for innovation besides AI? (Yes, there is.)

Out of the tunnel vision

Cambridge Dictionary defines “tunnel vision” as a “condition that makes someone see only things that are directly in front of them”. At least metaphorically, we all experience it in our life. At work, maybe the one project that has been going on for too long to allow alternatives; at home, maybe the phone you’ve been looking for everywhere (it was in your pocket). But in 2025 there is one thing that – by far – has tested our vision the most. I don’t even have to spell it out, your brain already did.

There are many good reasons for it. Besides technological advancement, AI did another little miracle: it made people open to innovation, even those who once resisted it. But now you try looking “elsewhere”, and… you can’t. Want to look at processes? Try with AI. Want to look at legal drafting? Try with AI. Now that’s no good.

Five ideas for 2026

Let us consider more. I would like you to treat this article as an “eye exercise” to improve peripheral vision, or to create a vision in the first place. To remind us that yes, there is a lot more space to innovate.

1. Psychological Safety & Team Effectiveness

Would a junior colleague feel safe saying “this process is over-complicated, here’s a better one”, or admitting a mistake? If the individuals of a team do not speak, share ideas and admit mistakes, that team is losing money every hour. This is a hard requirement for effectiveness and productivity (not because I say so, but thanks to Google’s “Project Aristotle”, which examined 180 teams over 250 attributes – and this came first). If you are into the legal tech world, you know that these are metrics normally used when piloting tools. So here’s the idea: imagine psychological safety as a “tool” you want to pilot in a team. Build a script, drive adoption, make profit. Bonus point: you don’t need IT approvals for any of this.

2. Shadowing

Spend time in another role, and you will uncover bottlenecks, cultural hubs, and goldmines for projects (yes, probably AI use cases too). As a “shadower”, one of my former colleagues still thanks me that I introduced them to Windows+V (shortcut to select texts you’ve recently copied instead of only the last one). You can do technology tricks; you can drive change and day-to-day adoption; you can simply listen. Send one email: “Could I shadow you for an hour this week to understand your workflow?”. A single hour can build trust; make someone remember your face for their next idea; inspire them to do things better. Do it a couple of times, and you may have already achieved the famous “innovation”, spreading it by word of mouth.

3. Jestering

I steal this point from the previous issue of TLT (shoutout to Sarah Owens!). In legal innovation, jestering means introducing playfulness and challenging norms without hostility, because laughter lowers defences and sparks curiosity. How can you start: create a ridiculous version of a current process for discussion, make a meme challenge, hold a fun workshop, put yourselves on another platform than LinkedIn (Reddit, Instagram, TikTok).

4. Automation

An old saying goes: “If something can be automated, it should”. While I am not an automation extremist, I don’t think we streamline enough (in fact, I hear this word only in pitches and claims), hoping that AI will remove the need altogether. Unfortunately, enhancing a broken process only accelerates dysfunction. Automation remains central. This is a harder take, since it requires time and expertise, but I believe I have good news for you: as for time, create a list of tasks most repetitive or with least integrations and dependencies, break them into simpler actions, and start from the top with what’s faster to automate; as for expertise with a tool, your organization probably uses Microsoft, which means you can explore PowerAutomate and SharePoint with a lower barrier to entry.

5. Design

I am a design extremist, and law firms need art directors. But for now, let’s consider a much simpler design principle: take one internal document and reduce text by 20% without losing meaning. Share the before-and-after with your team. Repeat that a few more times. If you feel ready, move to legal documents, visuals and presentations. Then Excel sheets and databases. Once again, you will have achieved Innovation.

Press X to start

I hope your peripheral vision feels a bit better! All it takes now is to act.

If you like one idea, maybe start your next meeting with that – and rest your eyes for a moment. Last caution: could, would and should are the death of every choice. Just start, and the vision gets clearer.

Salvatore Rocco

Innovation Officer

Loyens & Loeff