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13 I L T A N E T . O R G 365 environment, including OneDrive, SharePoint, and Teams, marks a significant advancement for Gen AI. Copilot can tailor its responses and recommendations by leveraging the firm or department's existing data to better meet users' needs. However, this expanded access also raises concerns for IG, particularly regarding compliance with data security, access control, retention, and discovery rules. IG professionals must now vigilantly monitor who has access to sensitive information and how it is used within AI models. They must also ensure that prompts and data provided by users are handled in a manner compliant with retention and discovery requirements. Is IT ready? Integrating AI into organizational workflows presents unique challenges that extend beyond the traditional scope of IT departments. While IT departments may be responsible for making AI technically available within the firm or legal department, their expertise and training often center around managing legacy technologies such as file shares and network hardware. This leaves them ill-equipped to fully support the implementation and utilization of AI, which represents a radical departure from traditional IT systems. AI bears little resemblance to conventional technology applications, and its potential extends beyond simple technical implementation. It requires an understanding of data analytics, machine learning algorithms, and the integration of AI into business and legal processes— skills that may be lacking in traditional IT departments. Given these challenges, a compelling argument exists for establishing a new department or function dedicated to AI implementation and management. Several Am Law 100 firms have recently taken this step, creating director- or C-level AI positions. For some firms, this organizational change can be addressed by augmenting (or perhaps combining) existing knowledge management and data science groups, but for others, it may be an entirely new entity. This department would be IT-adjacent, drawing on IT expertise when needed but free from the constraints of maintaining legacy platforms. It would be flexible to explore and experiment with new AI technologies, develop innovative use cases, and drive organizational transformation. Are you ready? Assuming AI development progresses at its current rate, it's conceivable that nearly every computer-based tool will eventually integrate some form of AI, making it almost unavoidable. However, until we reach that saturation point, we retain the choice of whether to adopt AI and in what circumstances. This decision is nuanced and challenging, requiring lawyers to assess their readiness based on a range of factors. Debate and discussion within and between firms and their clients, as well as within the legal industry, play a crucial role in fostering an understanding of the AI landscape. These conversations allow stakeholders to share insights, exchange perspectives, and weigh AI adoption's potential benefits and risks in the legal domain. You may even want to include your favorite AI chatbot in the discussion, but don't expect it to have an unbiased opinion. ILTA Joe Davis is the Manager of Knowledge Management Solutions for Davis Wright Tremaine, where he leads a team delivering internal and client-facing projects. He has spent over 20 years in legal technology at major law firms, in the corporate legal space, and at legal tech start-ups. He is a frequent speaker and author on a variety of legal tech topics, including artificial intelligence and enterprise content management. Prior to his IT career, Joe was a teacher, an entrepreneur, and a DJ in a f lea market. Joe is Co-Chair of ILTA's Programming Committee and is an active volunteer within the ILTA community.

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