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P E E R T O P E E R M A G A Z I N E · W I N T E R 2 0 2 5 53 L egal organizations today are racing to integrate artificial intelligence, automate workflows, and modernize their data governance. Yet amid the rush to develop policies, frameworks, and technology strategies, it is essential to remember that governance doesn't succeed because of a document. It succeeds because of people. Even the most elegant governance model can collapse if those charged with implementing it do not understand it, trust it, or believe in its value. The law firms that are thriving in this new era are not simply installing compliance programs. They are building cultures of governance that empower people to use technology responsibly and intelligently. FROM COMPLIANCE TO CULTURE An article on the International Association of Privacy Professionals website observes that many organizations still treat governance as a box-checking exercise. Policies are written once, audits are scheduled annually, and risks are logged in spreadsheets that quickly become outdated. But AI does not stand still. Models evolve, vendors push updates, and data streams shift. "AI is not static—it is dynamic," the author writes. Governance built on static compliance quickly becomes obsolete. Instead, the article calls for "adaptive, living governance" that treats oversight as an ongoing, shared responsibility. In practice, that means involving the people who design, deploy, and rely on AI tools, not just those tasked with writing and enforcing policies that regulate its use. Law firms are particularly well- suited to lead this evolution because every lawyer understands the duty of confidentiality and accountability. The challenge now is to help lawyers and legal operations professionals understand the practical risks of their AI tools and their role in governance. PEOPLE ARE THE OPERATIONAL LAYER OF GOVERNANCE The SGS White Paper on AI Governance in the Legal Industry makes a similar point: governance frameworks succeed only when the human layer is strong. SGS notes that law firms face twin pressures: clients demanding innovation and regulators tightening standards. In response, the most mature firms are creating cross-functional governance structures that tie together ethical, operational, and technical accountability. According to SGS, these "three lines of defense" work best when day-to-day business users understand and internalize governance principles. In other words, the paralegals using AI for document review, the associates experimenting with drafting tools, and the IT staff maintaining systems all become frontline guardians of responsible AI use. That shift requires training, communication, and empowerment. Without it, governance remains theoretical. It becomes a simple policy binder instead of a living practice. As SGS puts it, "AI governance should be treated as a dynamic system, supported by clear roles, ongoing education, and continuous feedback." THE IMPORTANCE OF PROFESSIONAL DEVELOPMENT For most firms, this starts with education. AI literacy is no longer optional; it is part of professional competence. But teaching it effectively requires more than a CLE on emerging technologies. The IAPP article stresses that governance must be "embedded within product design, engineering, and corporate strategy." Translating that into the legal world means embedding AI literacy into existing professional development frameworks. BY INGRID VAN DE POL-MENSING

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