Team size: 12

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? 

To ensure that our legal strategy aligns with the broader business strategy of La Prairie, we define our legal priorities for the year based on the annual business priorities and within La Prairie’s strategic five-year roadmap. The annual legal priorities are then reflected in the personal objectives of every team member to ensure that we are all moving in the same direction.

In periods of instability or crises, the ability to pivot and change priorities on the way while not losing sight of the long-term strategy is equally important. Moreover, cultivating a team culture of trust and psychological safety is crucial in order to remain resilient in times of uncertainty and change.

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?

I believe that large language models have the potential to disrupt the legal profession. Language has always been one of the main tools of every lawyer. However, having to compete with LLMs, which at some point will be fed with massive amounts of high-quality legal data, able to consider millions of parameters and to generate well-formulated text in no time, will be challenging for many of us and potentially a game-changer.

In the spirit of lifelong learning, we stay up to date by being curious, visiting conferences addressing AI tools for the legal profession and AI regulation, and most importantly, by trying out what the latest AI systems can do to support us in our daily work. Among other things, we get test access to certain systems or learn how to prompt.