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Consider this scenario: You’re a law firm accountant. Early one morning while reviewing emails, you see a message from the firm’s real estate agent stating that the landlord has agreed to your latest counteroffer and is ready to move forward on the rental of your new office space. You continue discussions to finalize the deal, work on signing the paperwork and are ready to send over your deposit. A new email from the agent at the last-minute mentions changing banks and encloses updated wiring instructions. The email has a sense of urgency to send the information quickly or the deal may fall through. Looking at the email, it appears legitimate, and you’ve done two other deals with this agent in the past, so you feel comfortable with the request. You reply to the message confirming the change, the response says to move forward. And all appears well.
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Plan to Protect: Cybersecurity for Employees Before Day One
By Luke Tenery and Daron Hartvigsen
With new employees come new risks; from aspiring insider threats that intend to join a target to extract sensitive information, to insecure processes being exploited due to too much trust being placed in candidates and new hires.
Preparing Companies for Impending Data Privacy, Cybersecurity Changes
By Sarah F. Hutchins
Failing to pay attention to shifting data privacy and security regulations can be costly. Here’s an overview of what’s been happening — and what’s likely to happen next — in the world of data privacy and security.
AI Considerations for In-House Counsel
By Charmian Aw, Diletta De Cicco, Annette Demmel, Charles-Albert Helleputte, Kyle Fath, Alan Friel, Julia Jacobson, Bartolome Martin and David Naylor
Having an AI policy that outlines acceptable use, and documenting assessments that establish that AI systems are used in a manner consistent with the policy and that the benefits outweigh potential harms, can go a long way in managing legal and reputational risk.
4 Pitfalls To Avoid In Legal Operations (and How to Deal With Them)
By Brian Corbin
For legal stakeholders seeking to take their existing legal operations programs to the next level or start new programs from scratch, there are a few all-too-easy traps that can stunt growth, cost political capital and cause headaches. Having a strategic plan, budget and critical executive buy-in is not enough to avoid these four common issues.
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