Insights from John B. Koss: How Mintz Is Redefining Legal Practice Through Strategy, Culture, and Technology
- cosmonauts
- Oct 14
- 4 min read
Future Lawyer USA is just around the corner, and we had the pleasure of speaking with John B. Koss, Head of Innovation, AI, and E-Data Consulting at Mintz, an Am Law 100 full-service law firm founded in 1933.
With a unique blend of legal practice and e-data project management expertise, John leads Mintz’s firmwide strategy for AI adoption and emerging technologies, ensuring innovation enhances both operational efficiency and client service. He also supervises the firm’s Knowledge Management and Innovation teams and oversees Mintz’s Chambers-ranked E-Data Consulting Group, which focuses on improving service delivery through technology across large-scale data matters.
In this interview, John shared how Mintz is driving innovation with purpose, offering insights into the cultural and strategic shifts that are shaping modern legal practice.
Read the full interview with John below — and join the conversation this October at Future Lawyer USA.
Many industries treat innovation as a core business function, while law has traditionally been more conservative. Do you think the legal industry has been slower to innovate, and what has changed in recent years to accelerate adoption?
Historically, law has been cautious about innovation—understandably so, given the stakes involved. But in recent years, client expectations, competitive pressures, and the rise of legal tech have shifted the landscape. Firms are realizing that innovation isn’t just about efficiency—it’s about delivering better outcomes. At Mintz, we’ve seen a cultural shift: lawyers are more open to experimentation, and leadership is investing in scalable, strategic innovation. The pace is accelerating because the value is clear—and because clients are demanding it.
How do you personally prioritise innovation initiatives given the competing demands of practice group leaders, partners, and clients?
Innovation at a law firm like Mintz means balancing ambition with pragmatism. I prioritize initiatives that align with firm strategy, solve real pain points, and have champions within practice groups. It’s not about chasing shiny objects—it’s about impact. I listen closely to partners, clients, and our internal teams, then assess feasibility, ROI, and alignment with our long-term goals. The best innovations are those that create momentum across the firm, not just in isolated pockets.
What industries outside of law do you look to for inspiration when designing innovative legal solutions?
I often look to healthcare, financial services, and enterprise SaaS for inspiration. These sectors deal with complex regulation, high stakes, and legacy systems—just like law. Yet they’ve embraced data-driven decision-making, user-centric design, and agile workflows. At Mintz, we borrow from these models to rethink how legal services are delivered. Whether it’s client dashboards, predictive analytics, or new service models, we’re constantly scanning other industries for ideas we can adapt to the legal context.
What does “innovation” mean at Mintz beyond just adopting new technologies—how do you embed it into culture, incentives, and decision-making?
At Mintz, innovation isn’t just about adopting new tools—it’s about changing how we think, collaborate, and deliver value. We embed innovation into our culture through cross-functional teams, incentives for experimentation, and leadership support. It’s part of our strategic planning, not an add-on. We reward creativity, encourage feedback loops, and make space for pilots that challenge the status quo. Innovation is a mindset here—one that’s deeply tied to client service and firm growth.
With AI handling increasingly sophisticated legal research and drafting, what unique value do you see human lawyers continuing to provide in five to ten years?
AI is transforming legal research and drafting, but it doesn’t replace judgment, empathy, or strategic thinking. In five to ten years, I see lawyers focusing more on high-value advisory work, complex negotiations, and nuanced advocacy. At Mintz, we’re preparing for that shift by upskilling our teams and integrating AI as a co-pilot, not a replacement. The human lawyer’s role will evolve—but it will remain essential, especially where trust, ethics, and creativity are involved.
How do you ensure lawyers feel empowered rather than threatened by tools that measure performance and efficiency?
Transparency and trust are key. At Mintz, we frame performance tools as enablers, not evaluators. We involve lawyers early in the design process, focus on actionable insights, and ensure metrics reflect quality—not just quantity. When lawyers see how data can help them serve clients better, manage time more effectively, and grow their practice, they lean in. It’s about empowerment, not surveillance—and that distinction makes all the difference.
Legal innovation often focuses on technology, but what non-technological innovations - such as new staffing models, knowledge-sharing approaches, or collaboration methods –do you think will have the biggest impact?
Some of the most transformative innovations aren’t tech-based. At Mintz, we’re exploring new staffing models that blend legal and operational talent, knowledge-sharing platforms that break down silos, and collaboration methods that mirror agile teams. These changes foster efficiency, inclusivity, and resilience. As the legal market evolves, firms that rethink how they work—not just what tools they use—will be best positioned to lead. Innovation is as much about people and process as it is about technology.
Don’t miss the chance to hear first-hand insights from leading legal experts in private practice, including John B. Koss. Reserve your complimentary pass today and join us on October 29–30.
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