Abstract In recent years, as the technological revolution has had an impact on all organizations and individuals across the world, the legal world has grappled with change and whether existing arrangements are appropriate where technological change raises challenges that require rapid attention. Courts, lawyers, law firms, experts, and others may have initially considered that the impacts would not be significant. That is, there was a hope that the impacts of newer technological solutions that are supported by artificial intelligence (AI) would make life easier, speed up justice and potentially reduce costs while streamlining existing processes. However, AI has prompted a rethink in relation to governance arrangements across the sector partly because there are significant risks as well as opportunities offered by the AI revolution. A dawning realisation that AI may require different working and supervisory arrangements as innovative options become available has led government and the private sector to produce AI guidelines, guardrails, legislation, codes, and mechanisms. However, existing governance approaches may no longer be fit for purpose in the legal realm partly because the issues that are linked to confidentiality and accuracy can be so significant. This Article considers the governance approaches adopted internationally with reference to selected comparative approaches as well as the pitfalls of adopting poor governance arrangements, concluding by proposing core components of good practice in organizational AI governance.
Sourdin et al. (Wed,) studied this question.
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