How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

Organisational resilience is the ability to anticipate, withstand, adapt to, and recover from adverse events. This is applied within the company, as one of the principles that guides us is courage. In contexts of political and social instability, such as those periodically faced by Bolivia, the legal function plays a fundamental role in transforming uncertainty into manageable risks.

My approach focuses on prevention and preparedness. This involves identifying regulatory, contractual, employment, and reputational risks in a timely manner, as well as developing contingency plans that enable continuity of operations even in the face of blockades, social unrest, or unexpected regulatory changes. In relation to regulatory matters, I participate in the legal committee of the Bolivian Association of Insurers (ABA), working on regulatory matters before the Pensions and Insurance Supervisory and Control Authority (APS).

I also consider it essential that legal advice is timely and focused on supporting decision-making. During a crisis, organisations need agile responses that allow them to act with legal certainty without losing their ability to react. The challenge lies in balancing regulatory compliance with the operational needs of the business.

Transparent communication with employees, clients, suppliers, and authorities is also a key element of resilience. Trust is built through consistent and ethical actions aligned with applicable regulations, particularly during periods of heightened pressure.

From the legal function, we contribute to ensuring that the organisation not only withstands periods of uncertainty, but also emerges stronger from them.

Looking forward, what trends do you foresee in the legal landscape over the next 5–10 years that companies should prepare for?

Over the next five to ten years, the legal landscape will be shaped by the pace of technological change, increasing regulation, and the need to manage increasingly complex risks. Companies that are able to anticipate these trends will have a significant competitive advantage.

First, artificial intelligence will become part of everyday business processes. This will bring new challenges relating to liability for automated decisions and the protection of personal data. The latter requires particular attention in Bolivia, as there is currently no law establishing and regulating this protection, creating a legal gap that needs to be addressed. Other challenges will include cybersecurity, accompanied by the criminalisation of cyber offences, and the intellectual property rights associated with content generated by intelligent systems.

Second, we will see greater demands in relation to sustainability, corporate governance, and transparency. Investors, clients, and regulators will expect companies not only to be profitable, but also to act responsibly in terms of their social and environmental impact. Regulatory compliance will cease to be a reactive function and instead become a strategic element.

A third trend will be the legal management of crises and organisational resilience. In contexts of political uncertainty, social conflict, extreme weather events, or technological disruption, organisations will need legal frameworks that enable them to respond quickly and maintain continuity of operations.

Finally, the law will become increasingly preventive and data-driven. Legal teams will use predictive analytics tools to identify legal risks before they develop into litigation or sanctions.

Companies must prepare for an environment in which change will be the only constant. The ability to adapt, anticipate, and comprehensively manage risks, including legal risk, will be the principal legal asset of the future.