Team size: 50 people

How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure organisational resilience?

Managing legal aspects during periods of instability presents a multifaceted challenge that demands a proactive and strategic approach. My methodology focuses on understanding the intersection of legal risks and business objectives, fostering resilience through integrated legal strategies that align with the organisation’s broader goals.

The management of a legal team during times of instability differs significantly from stable periods. Crises often bring heightened pressure and urgency, necessitating clear communication and swift decision-making. In this context, I prioritise resilience and adaptability within the team. I encourage team members to concentrate on strategic priorities while remaining responsive to evolving circumstances. This may involve reallocating resources or adjusting workloads to effectively address immediate legal challenges, all while ensuring ongoing compliance and support for the organisation.

Proactive Risk Assessment: A critical first step in my approach is conducting a thorough risk assessment. During periods of instability, it is essential to identify potential legal vulnerabilities. The recent implementation of the Personal Information Protection Law (PIPL) in China has necessitated significant changes for organisations, particularly regarding cross-border data transfers.

Collaborative Communication: Communication is vital during crises. I prioritise collaboration with key stakeholders across the organisation. By fostering open lines of communication, I ensure that the legal function is seen as a strategic partner rather than merely a compliance gatekeeper. This integration enables a clearer understanding of how legal considerations, such as those imposed by the PIPL, influence business decisions.

Flexibility and Adaptability: In a rapidly changing environment, rigidity can be detrimental. My legal strategy emphasises flexibility, enabling the organisation to adapt quickly to new circumstances. With PIPL, for instance, we needed to revise our data protection policies and establish protocols for data subject rights, ensuring we remain compliant without compromising business goals.

Legal Training and Awareness: Empowering employees with legal training is essential for creating a resilient organisation. I advocate for regular workshops that educate staff on legal implications relevant to their roles, especially concerning data privacy under PIPL. This proactive approach fosters a culture of compliance and accountability.

Alignment with Business Strategy: A successful legal strategy must align with the broader business strategy. Understanding the company’s strategic objectives—be it growth or market expansion—and integrating legal considerations into those goals is crucial. As we sought to enter the Chinese market, I collaborated with the business development team to navigate PIPL requirements effectively.

Continuous Improvement: Finally, I believe in continuous improvement. After navigating a crisis, I conduct analyses to evaluate the effectiveness of our legal strategies, ensuring we learn from each experience.

In summary, my approach to managing legal aspects during instability is characterised by proactive risk assessment, collaboration, flexibility, and alignment with business strategy. This holistic strategy not only mitigates legal risks arising from regulatory changes like PIPL but also reinforces organisational resilience, enabling us to navigate challenges while pursuing our overarching business objectives.

What is the most difficult decision you’ve had to make as a GC, and what lessons did it teach you?

While I would not categorise this as one of the most difficult decisions I have faced, a recent example of significant changes I needed to implement involved restructuring the operational framework of our legal department. This decision was driven by the need to enhance efficiency and leverage technology while managing the inevitable workforce reductions that accompanied these changes.

As our organisation grew, it became clear that our traditional, project-based approach to legal support was no longer sustainable. The volume of work was overwhelming, and reliance on manual processes led to inefficiencies and human errors. It was evident that we needed to embrace technology to streamline our operations. I decided to implement Optical Character Recognition (OCR) technology to replace the manual “eyeball checking” performed by junior employees. This change not only aimed to reduce errors but also to free up valuable time for the team to focus on more strategic tasks.

However, the decision to introduce OCR technology was not straightforward. While this restructuring sought to enhance efficiency and responsiveness, it also brought the painful reality of workforce reduction. By the end of the transition, we had reduced our headcount, which was a deeply challenging aspect of this decision.

This experience taught me several invaluable lessons about leadership, change management, and strategic decision-making.

First, I learned that embracing change often meets resistance, particularly when it involves personnel decisions. It was crucial for me to communicate transparently with my team about the reasons behind the restructuring. By explaining the rationale—specifically, the need for greater efficiency and adaptability in a rapidly changing business landscape—I fostered understanding, even among those affected. This highlighted the importance of clear communication when implementing difficult decisions.

Secondly, I realised that involving key stakeholders in the decision-making process was significant. Engaging my team early on allowed me to gather insights and feedback that helped shape the implementation of OCR technology. Their perspectives were invaluable in identifying potential challenges and ensuring a smoother transition. This collaborative approach mitigated resistance and empowered my team, making them feel like active participants in the change rather than passive recipients.

Additionally, I discovered that while technology can optimise processes, the human element remains essential in any organisation. The introduction of OCR technology meant reducing specific roles, but it also opened up opportunities for team members to upskill and take on new responsibilities in a more strategic capacity. This shift underscored the importance of continuous professional development and adaptability within our workforce.