AI in the Boardroom: Can In-House Counsel Keep Innovation Safe?

Is AI an unstoppable opportunity or a compliance nightmare waiting to happen? For in-house lawyers, this question is no longer theoretical. AI isn’t something you can keep at arm’s length until regulators catch up. It’s already embedded in the tools employees use, reshaping how decisions are made, and creating fresh privacy and security risks along the way.

In a recent conversation with Debbie Reynolds, the “Data Diva,” we explored this urgent reality: AI is less like a scalpel and more like a machete. It can clear paths and create efficiency, but when used carelessly, it cuts deep. For legal leaders, the challenge is clear how to keep innovation safe without standing in its way. Implementing AI governance effectively is key for in-house counsel aiming to achieve this balance.

Watch the full conversation with Debbie Reynolds here:

It may be tempting to fold your arms and say “no” to AI. But avoidance doesn’t work. Employees will experiment, vendors will introduce AI features, and competitors will move ahead.

That means your role isn’t to stop the tide. It’s to guide your organization in harnessing AI responsibly, maximizing its benefits while managing the risks. This effort becomes crucial when considering AI governance for in-house counsel, who play a lead role in navigating these challenges.

When it comes to data, two questions matter most:

• Provenance: Do we have the right to use this data in the first place?
• Lineage: Once it’s inside our systems, how do we track where it goes and how it’s used?

Too many companies obsess about collecting data but neglect its lifecycle. Twitter’s $150M penalty for using 2FA phone numbers in ad targeting is a stark reminder: provenance alone isn’t enough. Without lineage, risk compounds quietly until it explodes. In this context, studying AI governance strategies is critical for in-house counsel to mitigate such risks.

AI doesn’t need to be scary it can be a powerful ally. Start with low-risk, high-reward use cases: drafting summaries, analyzing routine contracts, or organizing discovery documents. Through strategic AI governance, even in-house counsel can align these efforts with company goals.

But remember Reynolds’ advice: AI tools are sources of information, not truth. The lawyer’s judgment must remain central.

The EU’s AI Act, the FTC’s enforcement stance, and sector-specific regulations are all converging. But legislation will always lag behind innovation. If you wait for the perfect compliance map, you’ll be left behind.

Instead, start by asking one deceptively simple question: why?

• Why are we collecting this data?
• Why are we keeping it?
• Why are we putting it into an AI system at all?

Sometimes data is gold. Sometimes it’s a liability. Your job is to know the difference.

AI isn’t optional anymore. The question isn’t whether your company will use it it’s how safely you’ll ride the wave, especially with AI governance in place to guide in-house counsel in these decisions.

The best in-house lawyers will be those who embrace innovation without abdicating oversight, who know when AI adds value and when human judgment must prevail.

This is your chance to lead not just in compliance, but in shaping how your business adapts to the future of work.

Watch the full conversation here:  Notes to My (Legal) Self: Season 7, Episode 5 (ft.Debbie Reynolds)

At Notes to My (Legal) Self®, we’re dedicated to helping in-house legal professionals develop the skills, insights, and strategies needed to thrive in today’s evolving legal landscape. From leadership development to legal operations optimization and emerging technology, we provide the tools to help you stay ahead.

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