Curated from Latest from TechRadar US in News,opinion — Here’s what matters right now:
The pace at which artificial intelligence is transforming global business is undeniable, but as innovation outpaces policy, legal leaders are being asked to do more than interpret evolving regulations — they’re being asked to lead through them. For General Counsel, the arrival of the EU’s Artificial Intelligence Act (AI Act) marks a defining moment. This far-reaching legislation, with staggered implementation dates beginning in 2025, introduces a new era of compliance obligations and risk management. It’s also a new era of survival, one where the fittest are those companies whose legal teams can most quickly and adeptly put them in prime position to thrive in, rather than become submerged by, a rapidly changing environment. The challenge isn’t just staying compliant, it’s using legal strategy to guide how AI tools are deployed, embedded, and governed, cementing a strategy well before regulators, investors, or the public ask for answers. Steering Through Innovation, Not Around It While the AI Act has brought regulatory clarity to some areas, many legal teams still find themselves operating in grey zones. Definitions of “high-risk” systems, expectations for general-purpose models, and enforcement details are still evolving. In the face of that ambiguity, what sets strong legal teams apart is not technical mastery, it’s the ability to offer direction tailored to the needs of their company. Rather than defaulting to delay or excessive caution, proactive legal departments are using this moment to get in front of innovation rather lurk behind it. They're engaging with product teams, HR , and data scientists to help their businesses make informed, confident choices about when and how to implement AI tools. The mindset is forward-facing: not “what are we allowed to do?” but “what are we trying to accomplish and how do we do it responsibly?” This reframing of the legal function — from gatekeeper to guide— is a critical shift. Businesses navigating new technologies need judgment, not just rules. They need frameworks, not just red flags. Leading with Principles Over Protocols In the past, legal risk was often managed through detailed playbooks, but in today’s AI environment, those playbooks become obsolete almost as quickly as they’re written. As a result, the most effective GCs are focusing on high-level principles that can flex with change. Rather than anchoring decision-making in static checklists, legal leaders are promoting a governance-first culture. That means aligning AI use with the organization’s values, industry expectations, and evolving regulatory standards. It also means working cross-functionally to build awareness of the legal, ethical, and reputational implications of AI. When a business moves fast, its legal team must be clear on where the lines are drawn —and where they’re still under discussion. That kind of clarity doesn't come from waiting for enforcement guidelines, it comes from GCs asserting a point of view, even amid regulatory flu
Next step: Stay ahead with trusted tech. See our store for scanners, detectors, and privacy-first accessories.
Original reporting: Latest from TechRadar US in News,opinion