The principles and methods of managerial decision-making in advocacy organizations are not legally fixed and are developed exclusively by representatives of the bar. Therefore, their timely assessment of the impact of various factors affects the ability of the advocacy to carry out strategic planning and make managerial decisions. The research objective was to describe the determinants that can cause significant socio-managerial transformations in advocacy organizations. The author conducted two types of sociological research among representatives of the advocacy community: questionnaire and expert survey. The research revealed three determinants of social and managerial transformations in advocacy organizations: the transformation of the labor market, the change in the list of required competencies, the spread of artificial intelligence and software. The article presents the grounds for considering these phenomena as determinants, their main features, and examples that illustrate the beginning of the transformation process. The article contains proposals for a structured and step-by-step change in the management of legal entities, as well as some recommendations for preparing for the impact of these determinants. The article also describes the idea of why some classical principles of management lose their significance in the bar in the process of transformations.