Extract from Maryam Meseha’s article “Legal Leaders Hold the Key to Bridging the AI Governance Talent Gap”
The rapid evolution of generative artificial intelligence has opened new frontiers for productivity but it has also exposed a critical vulnerability of a growing talent gap in AI governance. As companies accelerate their adoption of generative AI technologies, many legal departments remain unprepared to navigate the complex regulatory, ethical and operational risks these tools introduce.
A Leadership Vacuum in Governance
The challenge involves a legal, strategic, and organizational overhaul. According to Deloitte’s 2024 Global Board Survey, nearly 80% of board members reported limited or no experience with AI. And while 92% of executives plan to increase spending on AI over the next three years, few organizations are equally investing in legal and compliance talent to govern that expansion responsibly.
Without robust oversight, businesses face serious legal and financial consequences when AI systems malfunction or provide misleading information. Take the case of Air Canada, (Moffatt v. Air Canada (2024), the British Columbia Civil Resolution Tribunal found the airline liable for negligent misrepresentation after its AI chatbot gave a passenger incorrect information about bereavement fare policies. Despite Air Canada’s argument that the chatbot operated as an independent tool, the tribunal ruled that the airline remained fully responsible for all information presented on its website, whether static or AI-generated.
