As AI becomes increasingly integrated into legal teams, how can general counsel ensure the successful incorporation of these tools without compromising the human element?

There is a common misconception that AI for lawyers is the enemy, creeping from the shadows ‘to steal everybody’s jobs’, but that is simply incorrect. As lawyers, we should see AI as a powerful tool that, if integrated carefully and appropriately, can help not only to provide accurate data and agility, but also economic and operational efficiencies.

AI should therefore be used to reduce the time spent on repetitive paperwork — often involving information that is not always readily available — allowing lawyers to focus on the analysis and interpretation that AI cannot replicate in specific cases, drawing on the experience and knowledge gained throughout each professional career.

Being able to integrate these capabilities can give legal teams new opportunities to achieve excellence. AI provides structured, high-volume and accurate data, while lawyers contribute their distinct ability to apply legal judgement and seniority to deliver tailored and effective solutions on a case-by-case basis.

Determining how the added value balances against the risks, and how AI should be embedded into workflows, requires seasoned professional judgement. Experience allows leaders to distinguish between efficiency gains and areas where human nuance is essential. Moreover, resisting technological progress is unrealistic, as has been demonstrated repeatedly over the years. Finding the right balance is therefore key.

Are there any key trends that you think in-house lawyers should be monitoring over the next year? 

In my opinion, in-house lawyers must have a keen eye to spot rising trends and their possible complications within the industry. One that would be wise to be especially insightful about is the growing awareness of data privacy and cybersecurity. The way businesses manage users’ personal data is of utmost importance. Being careful with how information is managed, stored, transferred and processed is no longer just a compliance issue, but a core business risk. Regulators across multiple jurisdictions are increasing enforcement actions, and customers are far more knowledgeable in these areas, meaning any misuse is likely to be highlighted and met with public concern, in situations that in the past might not have attracted the same level of attention.

Another key trend is the integration of AI tools into business operations. As stated previously, in-house counsel should closely monitor evolving regulatory frameworks around artificial intelligence, as well as the risks created by granting access to sensitive information to what is, in essence, a complex system driven by data. At present, AI technologies do not truly understand what things are; rather, they rely on patterns built from the information used during training. This means that in certain niche areas where limited information is available — such as specific legislative exceptions — AI may produce unsupported or inaccurate outputs.

In-house lawyers therefore need to be careful not to rely blindly on information provided by AI. Nonetheless, finding the right balance between human judgement and AI-driven efficiency and effectiveness is what we should aim for.