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 the organisation’s resilience?

Perhaps the most significant aspect of an in-house counsel’s role is to align closely with the requirements of business teams and to anticipate vulnerabilities and potential issues that may arise. The coexistence of business and legal teams allows the latter to be proactive and responsive, particularly in situations of instability or crisis. In such cases, our legal teams focus on understanding the views and goals of the business leaders with clarity, providing a “cold towel treatment” to assist not only in the preparation of legal documents but also in implementing the entire strategy.

Legal teams do not formulate strategies independently; instead, they make significant contributions to the formation and implementation of overall business strategies, especially when multiple alternatives are being considered. Monitoring these strategies from a legal perspective is also a crucial factor in achieving the set targets, particularly when the organisation’s resilience depends on them. In summary, periods of crisis cannot be navigated solely through ad hoc reactions and measures. Successful handling presupposes good and timely preparation, well-organised departments, and robust, knowledgeable teams that are willing and able to facilitate transactions and serve, alongside other teams, the organisation’s best interests.

What emerging technologies do you see as having the most significant impact on the legal profession in the near future, and how do you stay updated on these developments?

Efficiency and insight, coupled with time and cost savings, have always been key performance indicators for legal professionals. The legal profession is now undergoing a digital revolution that will undoubtedly assist those striving to achieve these objectives. Automation, which until recently was primarily used for back-office functions, is now a valuable tool for producing contracts and providing legal advice. The use of e-signatures and legal research and practice management software has become commonplace, allowing legal professionals to improve efficiency, work more flexibly, and reduce the cost of service delivery.

Artificial Intelligence (AI) is undoubtedly the most prominent, yet potentially the most hazardous, tool in this transformation. AI and machine learning algorithms are already reshaping legal research, contract preparation, and analysis. Relevant platforms and analytics tools enable legal professionals to process vast amounts of legal information, including data pertinent to complex due diligence processes, and analyse case law. This assists in making data-driven decisions with minimal error probability and significantly less time spent on such tasks. Indeed, some lawyers—and very recently judges—have been swept up by the hype surrounding AI, occasionally leading to negative headlines due to a lack of understanding of its risks. However, this does not imply that such technologies are not valuable or should be abandoned. On the contrary, all participants in the legal industry, including professional indemnity insurers and legal regulators, must make efforts to facilitate the introduction of these tools into the workflows of legal professionals.

Other technologies, such as blockchain for smart contracts, appear to be on the rise and have the potential to revolutionise the way contracts are created, executed, and enforced, ensuring standardisation, reducing reliance on intermediaries, and minimising disputes. However, from a practical perspective, there is still a long way to go for their widespread implementation across various transactions.

In a world where all businesses are transitioning to digital platforms, legal leaders must prioritise updates and training for themselves and their team members. There is now extensive literature, press articles, and training opportunities available to help professionals familiarise themselves with these developments. The cooperation between legal and IT departments in companies and law firms is also essential. The integration of a sophisticated legal tech strategy is indispensable for those who view their departments as part of resilient organisations.