https://www.wsj.com/tech/ai/ai-goodbye-to-billable-hours-cba198fe

Say Goodbye to the Billable Hour, Thanks to AI

With AI taking over their grunt work, lawyers and other professionals may have to charge for outcomes rather than time spent

By Rita Gunther McGrath

Dec. 4, 2025 at 11:00 am ET

An illustration of dollar signs and clocks representing billable hours.

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Quick Summary

The billable hour, prevalent since the 1960s, is becoming untenable for professional services due to accelerating AI capabilities.

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Rita Gunther McGrath (@rgmcgrath) is an academic director in executive education at Columbia Business School and author of “Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen.”

Is the billable hour about to become a thing of the past?

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It seems inevitable, at least for lawyers and other professional-services firms, because as artificial-intelligence capabilities accelerate, the fundamental logic of charging for time spent rather than value delivered is becoming increasingly untenable.

The billable hour as the fundamental unit of business for professional services is so

widespread that it’s difficult to remember that it is a fairly recent innovation, becoming prevalent in the 1960s and 1970s. Before that, many lawyers and other professionals billed for outcomes achieved or services rendered, not for time.

Many say the seed for the billable hour was planted in the early 1900s by a young lawyer named Reginald Heber Smith, who implemented a time-tracking system for lawyers during his tenure as counsel to the Boston Legal Aid Society, which provided legal services to the poor. He wanted lawyers to track how they were spending their time, not for billing purposes but to find ways to improve the efficiency of the team, which had a limited budget.

Smith continued to champion time measurement as a management tool after leaving the Society in 1919 and joining the law firm of Hale and Dorr. Eventually, the legal profession adopted time-based systems for billing clients, believing it offered a more fair and transparent way to charge for their services.

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Ironically, what began as an effort to promote transparency and efficiency for legal work has since become a tyrannical arrangement with both senior people and junior associates motivated to rack up hours to maximize profits. It spread from law firms to accounting firms, consultants and most other professional services firms as the dominant mechanism for value exchange.

Upside down

All of this could be about to change.

When an AI system can review thousands of contracts in minutes rather than weeks, draft complex documents in seconds rather than hours or generate strategic analyses near-instantaneously, the time component becomes almost meaningless. More fundamentally, as AI handles routine cognitive work, the remaining human contribution shifts toward judgment, creativity and relationship management—the value of which bears little relationship to time expended.

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The economic absurdity becomes clear when we consider that firms adopting AI most successfully would paradoxically see revenue collapse under hourly billing, even as they deliver superior results more efficiently. This misalignment between value creation and revenue generation makes the billable hour’s demise inevitable.

Clients have always chafed at the fact that they get stuck with the training costs for junior-level people when what they really want are the insights from that analysis from the more senior people. Now they can say to firms, “Sorry, we aren’t shelling out hundreds of dollars a day for a junior person’s time.”

Alternative methods

The dilemma for professional services firms is that the familiar pyramid model is so deeply baked into everything they do that this will require a major rethink on their part.

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Value-based pricing represents the most obvious alternative, where fees are tied directly to outcomes achieved or value delivered rather than time spent. A law firm might charge based on the successful completion of a transaction, a consulting firm on measurable business improvements or an accounting firm on the quality and strategic value of financial insights provided. This model rewards efficiency and innovation rather than penalizing them. The difficulty is that both sides must agree on what value is fair.

Subscription and retainer models offer another path forward, providing clients with ongoing access to expertise and capabilities for a fixed periodic fee. This approach works particularly well when AI enables firms to serve clients more continuously and proactively. A law firm might offer ongoing compliance monitoring and advisory services, and a consulting firm continuous strategic intelligence and analysis.

The end of the billable hour also could bring change to the organizational structure of professional-services firms. Instead of maintaining a pyramid structure in which authority flows down from a small group of leaders at the top to a large group of employees at the bottom, these firms might become flatter and more flexible, consisting of a small core of senior experts who assemble teams and technology on an as-needed basis, depending on the client or project.

In any case, the premium will be on human insight and connection, not the hours logged.

Email Rita Gunther McGrath at reports@wsj.com.

(http://www.autoadmit.com/thread.php?thread_id=5806167&forum_id=2/#49483226)