法律與合規(guī)風險報告：通過發(fā)現(xiàn)法律、合規(guī)風險和隱私趨勢讓您的業(yè)務面向未來-英

Gartner

for

Legal,

Risk&Compliance

LeadersLegal,Complianceand

PrivacyHotSpots?2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.

Gartner

isaregisteredtrademark

ofGartner,

Inc.oritsaffiliates.Thispresentation,includingallsupportingmaterials,isproprietarytoGartner,

Inc.and/oritsaffiliates

andisforthesole

internaluseoftheintended

recipients.Because

thispresentationmaycontain

informationthatisconfidential,proprietaryorotherwiselegallyprotected,itmaynotbefurthercopied,

distributed

orpubliclydisplayed

withouttheexpresswrittenpermission

ofGartner,

Inc.oritsaffiliates.ObjectivesTheGartner

Legal,

Compliance

and

PrivacyRiskHotSpotsilluminate

the

key

risk

trends

and

opportunitiesthat

legal

and

compliance

leaders

should

anticipate

during

the

next

24

months.

The

report

can

be

used

to:Assess

Future

Demands

—

Compare

currentcapabilities

and

structure

against

the

trends

drivingfuture

legal,

compliance

and

privacy

demands.Educate

the

Board

and

Executives

—Educate

the

audit

committee

or

board

on

trendsaffecting

your

business

withmaterial

legal,compliance

and

privacy

implications

that

willimpactoversight

responsibilities

and

organizationalperformance.Inform

Legal,

Compliance

and

PrivacyPlanning

—

Guide

team

discussions,

develop2024

and

2025

plans

and

allocate

resourcesagainst

the

most

significant

risks.Assess

Key

Risks

—Usethe

report

to

assess

howthe

implications

of

thehot

spots

impact

your

risk

profile

as

an

input

intolegal,

compliance

and

privacy

risk

assessments.RESTRICTEDDISTRIBUTION2?2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.

779768Executive

Summar

yTo

helplegal

leaders

understand

emergingrisks

andopportunitiesinthecurrentenvironment,we’veidentified

12trendsfeaturedinthisreportashotspots.

Thereportfocusesontheimplications

ofthesetrends

through

theendof2025andtheactionitemsleaders

willneedtotaketobetterprepare

legal,compliance

andprivacyfunctionstorespond.Whileindividualhotspotsmayaffect

someindustries,

marketsorgeographies

moreorlesssignificantly,allapplybroadly

acrossindustries

andcorporate

operating

models.

These12hotspotscompose

three

macro

trendsthataresignificantlyaffectinglegal,compliance,andprivacyteamsinthecoming

twoyears.1.

The

Arrival

of

Generative

AI2.

Growing

Demands

for

CorporateTransparency

and

Fairness3.

The

Corporate

Impacts

ofSocietal

RuptureIncreasesincapabilityandusabilityhaveprompted

widespread

company

adoption

ofGenAI.However,while

AI

regulation

isbeingdeveloped,

uncertaintiesandunforeseen

risksabound.

Businesseswillhavetocontend

withthesechallenges

toensure

ethical

andlegaluseofthispowerful

newtechnology.Supplychainsustainability,poorcorporatecitizenship,fearsofcritical

infrastructurevulnerability

andconcerns

aboutanti-competitiveness

arecreating

newdemandsformore

requirementsforthecompany

tocollectandreportESG

metricsinnewareas.Legal

leaders

musttakealeading

roleinpreparing

thecompanytomeetthese

newdemands

inthecoming

years.Greatersocietalpolarizationand

thefraying

ofaglobal,

rule-based

orderunderwritten

bynorms

offreetradeandcommon

institutionsareimposinggreaterenterprisechallenges.

Businessleadersnavigatingthese

ruptures

arebeing

forcedtocontend

with“zero-sum

situations”inwhichexpectationsofcorporationsfromdifferentsocietal

andgovernment…ofOrganizations

areCurrentlyinExplorationMode

with

Generative

AI.1stakeholders

areindirectconflict.…of

Americansagreethatcompanies

need

todisclose

more

abouttheirbusinesspracticesandimpactonsociety.2…ofindividuals

globallysaytheircountries

aremore

divided

thaninthepast.3RESTRICTEDDISTRIBUTION3?2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.

779768HotSpotsSummar

yCategoryHot

SpotImplications?

LimitedVisibilityintoNew

Risks?

GrowingNeedto

Invest

inAIGovernance?

Lackof

EmployeeClarityonAcceptableUse?

New

Opportunities

to

ScaleRepetitiveTasksRapidGenerativeAIAdoption?

Increased

Risksof

Third-PartyDataMisuse?

HeightenedRiskof

AccidentalCopyrightandPatent

Infringement?

Increased

Needto

Monitor

andAdaptRiskManagementProcesses?

AmplifiedNegativeImpacts

of

IPLeakageGenerativeAI’sThreat

to

IPProtectionsAnEmergingGlobalAIRegulatoryRegimeGreater

Competitionfor

TechnicalSkillsThe

Arrival

ofGenerative

AI?

Needto

BalanceCompliance

ScalabilityandFlexibility?

Needto

Settle

onComplianceFrameworkTiming?

Greater

Needto

ClarifyAIGovernance?

New

RiskManagementObligations?

Needto

RethinkTalentRecruitmentStrategy?

Increased

Valueof

Internal

TechnicalPartnerships?

New

Opportunities

for

Internal

Skills

Development?

Pressure

to

Reevaluate

WorkloadAllocationRESTRICTEDDISTRIBUTION4?2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.

779768HotSpotsSummar

yCategoryHot

SpotImplications?

Needto

Develop

Compliance-Based

Performance

Incentives?

Changing

Oversight

Rolesfor

OfficersGrowingCorporateSelf-RegulationPressures?

Increased

Pressureto

Demonstrate

ComplianceProgramEffectiveness?

Increased

Importance

of

Employee

Reporting?

AHigherRiskThresholdfor

Deals?

LessPredictableRegulatoryBottlenecks?

Greater

Needfor

ConsistentCommunication?

Increased

TimeandEffort

for

DueDiligenceDemandsAnIncreasingly

ComplexM&AEnvironmentfor

Data-DrivenLegal

andCompliancePrograms?

Increased

FocusonCybersecurityinThird-PartyRiskManagement?

Needfor

MoreRigorousDataBreachPlanning?

Increased

Needfor

BoardCybersecurityLiteracyLegalandCompliance’s

EmergingRoleinCybersecurity?

Needfor

DefensibleCybersecurityGovernanceandRiskProcesses?

Increased

TensionBetweenPolicyStandardizationandFlexibility?

HigherThresholdsfor

EstablishingConsentEvolving

Standards

for

IndividualConsent?

EnhancedBusinessExpectationsfor

ManagingConsentandPersonalData?

Greater

Pressure

to

ReplaceNon-Compliant

DataSourcesRESTRICTEDDISTRIBUTION5?2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.

779768HotSpotsSummar

yCategoryHot

SpotImplications?

Increased

Reliance

onMetrics

from

ExternalDataSources?

Greater

Needto

SetThird-PartySustainabilityExpectations?

Increased

Complexity

of

ComplianceWorkloadExpanding

ESGThirdPartyReportingRequirements?

ExpandedRequirementsfor

Third-PartyScreening?

LessPredictableRiskEnvironment?

Increased

Risksto

InflexibleSupplyChainsExpanding

Corporate

Implicationsof

GeopoliticsIncreasing

CulturalImpact

of

Interpersonal

Employee

ConflictDiverging

DEIExpectations?

Pressure

for

Effective

BoardOversight

of

GeopoliticalRiskExposure?

Greater

Rolefor

LegalinContingencyPlanningImpacts

ofSocial

Rupture?

Needfor

UnderstandingImpact

onEthicalCulture?

Needfor

ReinforcedEthicsCommunicationsandTraining?

MoreAmbiguousMisconductOwnership?

Diminished

Trust

inEffective

Resolutionof

Misconduct?

HeightenedDEI-RelatedRisks?

Increased

Prevalenceof

ConflictingLegalStandards?

Increased

Needfor

LegalDefensibilityof

DEIPrograms?

Increased

Needto

CoordinateDEIMessagingRESTRICTEDDISTRIBUTION6?2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.

779768Research

Excerpt:The

Arrival

ofGenerative

AIRESTRICTEDDISTRIBUTION?2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.7RapidGenerative

AIAdoptionRapidadvances

inthesophistication

andusabilityofGenAI

toolswillDriverspromptrapid,widespreadadoptionwithincompanies

overthenextseveral

years.OpenAI’sChat

GPT

3.5launchedinNovember2022.Itssimpleuserinterfaceandimpressiveabilitytoconstructnaturallanguagetextinresponsetouserpromptsmadeitthefastest-growingappever.4

Tools

suchasDALL-E

forvisual

outputandVoiceboxforvoiceaudioshow

similarlyimpressiveresults.?

Increased

Accessibility

and

Ease

of

Use:WhileGenAI

toolshavebecomemore

powerfulinrecentyears,hugeleapsinusabilityandaccessibility

tonontechnical

professionalshaveincreasedadoption.Whereasmany

AItoolslendthemselves

tonarrowapplications,

GenAI’sabilitytodeliversynthesized

text,audioorvisual

outputinresponsetosimpleuserpromptscanbeusedforawidevarietyofbusiness

tasks.Gartnerresearchshows

that72%ofcompanies

arealreadyusingGenAI,

with45%ofthemusingitacrosstwoofmorebusiness

functions.5?

Proliferation

of

GenAI

Products:

Thelargestprovidersofenterprisesoftware,including

Google,MicrosoftandIBM,haveinvestedinbuildingfoundationalmodelsandarecurrentlyintegratingGenAI

intotheirservices.

By2026,morethan70%ofindependent

softwarevendorswillhaveembeddedGenAIcapabilities

intheirenterpriseapplications.7Whilerapidadoptionofthistechnologyispromising,itposes

newlegalandprivacyrisks.

GenAI

outputisimperfect,oftenamplifyingbiaspresentinthedatasetsusedtotrain

themodeloroutputtingfabricatedinformation.Furthermore,

usersthatinputpersonaldataorsensitiveinformation,particularlyinpubliclyavailable

tools,leavethecompanyopentoI

P,

privacy

risksorcyberattack.

While68%ofcompanies

alreadyhaveataskforcemanaging

AIprivacy,securityand/orrisk,andlegalleaderswillneedtosteerthisgovernancetobettermanagelegalrisksandgenerategreatervisibility

intoGenAI

usagewithoutplacingunduedragonthebusiness

orstiflinginnovation.6?

Desire

for

Increased

Productivity:

GenAI

promisestoautomatesomeworkstreams,whileaugmentingindividuals

toincreasethepaceandqualityoftheirworkinothers.By

2026,more

than80%ofcompanies

willhaveusedGenAI

APIs,

modelsand/ordeployedGenAI-enabledapplications

inproductionenvironments.8RESTRICTEDDISTRIBUTION8?2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.RapidGenerative

AIAdoption

(Continued)Generative

AI

Use

Cases

by

IndustryFrequency:VeryHighHighMediumLowNoneContent

CreationCodeVideoandImageAudioAdvertising

SolutionTextConversationalAIAI

AvatarVirtual

AssistantSimulationDrugDiscoveryContent

DiscoverySearchEngineOptimizationDataand

AnalyticsTotaln

=80Source:

GartnerRESTRICTEDDISTRIBUTION9?2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.RapidGenerative

AIAdoptionLegal,

Compliance,

and

Privacy

ImplicationsLimited

Visibility

into

New

RisksGrowing

Need

to

Invest

inAI

Governance?

Easeofadoption,

widespread

applicability

throughout

thebusiness

andflexibility

ofGenAItoolsto

different

tasks

means

thathigh-risk

usescaneasily

flyunder

assurancepartners’

radar.?

AsGenAItoolsbecome

moreubiquitous,

poor

accountability

fornegative

outcomescould

lead

tomisuse,leading

inturntounacceptable

legal

and

privacy

risks.?

However,

formostcompanies,

governance

ofAIwillnotfit

neatly

intoexisting

functionalorganizational

structures.

Moreover,

theexpertise

necessary

toeffectivelygovern

GenAIusage

maybescatteredthroughout

thecompany

ormaynotexistatall.?

New

processes

todetectandmanage

theseriskswill

taketimetodevelop

androll

out,leaving

thebusiness

open

toriskintheinterim.Similarly,

netnew

obligations

tolimitriskwill

place

additional

burden

onemployees,

potentially

limitinguptakeand

diminishingtheireffectiveness.?

Legal

leaders

mustclearly

document

roles

and

responsibilities

forapprovals,

policymanagement,

riskmanagement

andtraining

forGenAI.?

Legal

leaders

should

insteadadapt

preexisting,

well-established

andwidely

distributedriskmonitoring

andmanagement

practicestoeffectivelymanage

theserisks.Lack

of

Employee

Clarity

onAcceptable

UseNew

Opportunities

to

Scale

Repetitive

Legal

Tasks?

Muchoftheemployee

misuseofGenAIwillnotbewillful

butinsteaddue

tounfamiliaritywiththerules

governing

GenAIuseinthecompany.?

GenAI’scapacityto

produce

natural

language

outputlends

itselftoseveraldepartmental

usesforlegal

teams.Thisholds

thepotential

to

minimize

thetimelawyersspend

onlow-value

work.?

Tocombatthis,legal

leaders

maybetemptedtotakeaconservative

approach.

Overlyrestrictivepolicies

oroutright

bans

createincentives

foremployees

to

engage

in“shadow

use”ofthesetoolsonpersonal

devices.?

Legal

departments

will

beable

toleverage

GenAItoolsfortime-consuming,

repetitivetasks

suchasconducting

legal

research,

drafting

contractsand

producing

summariesoflegislation.

However,

because

GenAIoutputoftenincludes

errors,

legal

leaders

mustensure

theoutput

isreviewed

foraccuracy.?

Instead,legal

leaders

mustwork

withsenior

leadership

toalign

on“mustavoidoutcomes,”prohibit

usecasesorinstitutecontrols

tominimizelikelihood

ofthoseoutcomes,and

champion

acceptable

usecasesinpolicies

andguidance.?

Legal

leaders

should

deconstructworkflows

intoindividual

tasksandtest

GenAIautomation

oraugmentation

forrepetitive,

time-consuming

tasksthatinvolve

productionofwrittendeliverables.Impacted

Risk

Areas:

ConsumerProtection/Product

Safety;

Information

Access;

Labor

andEmployment;Legal;Privacy;Regulatory;ThirdPartyRESTRICTEDDISTRIBUTION10

?2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.RapidGenerative

AIAdoptionAction

StepsQuestions

for

Key

StakeholdersColor-codedto

Align

withImplicationsonPriorPageBoard

and

C-SuiteModifydata

inventoriesandrecords

of

processingactivities(ROPAs)of

privacyimpactassessments

totrack

GenAIusage.?

HowdoestheuseofGenAIfitwith

ourstrategyoverthenextfiveyears??

Howmuchriskarewe

willing

totakeonasacompany

throughouruseofGenAI?Establishacross-functional

steering

committee,

ormodifythe

mandateof

anexistingcommittee,

to

alignonrolesandresponsibilitiesrelated

to

AIgovernance.?

Whatarenegativereputational,

legalandethicaloutcomes

thatwe

mustavoidwhile

usingGenAI?Institute

mandatory

humanreviewof

GenAIoutput,

prohibitenteringenterprise

IPorpersonalinformationintopublictoolssuch

asChatGPT,andrequireclearindicationofGenAIprovenanceonanypublic-facingoutput.IT

or

Data

and

Analytics?

To

what

extent

areyour

teamstrackingGenAIusagewithin

thecompany?Includereal-worldexamplesof

prohibitedandacceptable

GenAIusageinpolicyguidance.Alertemployeeswhenlists

of

prohibiteduses

areupdated

inpolicies.?

Whatareourexisting

guidelines

fornativedevelopment

ofGenAItools,and

what

controlsdowe

haveinplacetomitigaterisks?Embedpopupsdirectlyinto

GenAItoolsrequiringemployeesto

attest

that

theyare

not

usingthe

toolsfor

specific,

restricted

uses.

Regularlyupdate

the

listof

restricted

usecases.?

Howcanourlegal

and/orcompliance

teamsbestsupportdevelopment

ofGenAItoolsfromdesign

stagestominimizenegativeimpact

ortheneedforimposing

bolt-oncontrols?Develop

aninternalpilotprogram

for

the

legalteam

to

use

GenAItoolsfor

tasks

suchaslegalresearchandcontract

drafting

onlow-riskor

internalprojects.

Comparepilotoutcomes

ontime

spent

onworkandqualityof

output

against

conventionaloutcomes.BusinessPartners,FunctionalPartnersand

Employees?

Howareemployees

inyour

partofthecompany

usingGenAI?Key

Risk

Indicators?

Whatplans

doyou

havetoleverageGenAIinyour

partofthecompany

overthenext

sixmonthstotwo

years??

Numberof

GenAIprojects

listedinROPAorpersonaldata

inventory?

Length

ofproposed

timelineofGenAIadoptioninenterprise-levelstrategies

orfunctional

plans?

Percentageof

AIoutput

undergoinghumanreviewpriorto

publicationorusage?

Percentageof

GenAIuseshavingundergoneanimpact

assessment?

Numberof

high-riskGenAIuses

withinthe

company?

To

what

extent

dothepolicies

we’ve

developed

answerquestionsyou

haveabout

appropriate

useofGenAI??

Whodoyou

contactwith

questionsregarding

appropriateuseofGenAI

inyour

role?RESTRICTEDDISTRIBUTION11

?2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.Generative

AI'sThreat

toIPProtectionsGenAI’sability

to

output

synthetic

content

from

preexisting

materialcreates

new

issues

surrounding

IP

protections

and

copyright

law.DriversCurrent

law

does

not

adequately

specify

ownership

of

contentcreated

by

GenAImodels,

and

given

the

newness

of

the?

Algorithm

Training

Methods:

GenAIleverages

huge

volumesof

often

undifferentiated

datato

train

models.

Thismakes

identifying

whichdata

mayfall

underIP

protections

highly

time-consuming

and

difficult.technology,

application

of

copyright

and

IP

law

willremain

unclear.9Whilethere

are

emerging

and

evolving

standards

for

training

AImodels

and

authenticating

content,

these

do

not

yet

includestandards

for

identifying

copyrighted

material.10

As

of

September2023,

this

ambiguity

inownership

isalready

creating

disputes

overownership

rights

tosource

material

used

to

train

AImodels.11?

Ambiguity

in

"Fair"

Use

Interpretation:

In

the

U.S.,IP

lawsprotect

"transformative"

use

of

copyrighted

content

as

fair

use

ifitadds

“new

expression,

meaning

or

message”

tothe

originalwork.

Yet,

it’sunclear

towhat

extent

AIoutputs

exhibit

thesequalities,

towhat

extent

AI-generated

content

can

be

protectedonce

created

or

whichstandards

courts

willadopt

injudging

that.This

ambiguity

exacerbates

IP

and

information

access

risks

forenterprises.

As

GenAItools

become

more

widespread,

enterpriseIP

or

sensitive

information

maybe

incorporated

indatasets

usedto

train

models.

As

aresult,

this

IP

could

appear

inthe

output

ofthese

models.

Similarly,ambiguity

of

fair

use

standards

leaves

thecompany

open

to

liability

for

copyright

infringement

or

misuse

ofIP

byemployees.

However,the

vast

amounts

ofinformation

usedto

train

GenAImodels,

aswellasthe

difficulty

ingeneratingcomprehensive

visibility

into

GenAIuse

within

the

company,means

that

legal

leaders

must

develop

scalable

ways

tolimitthe

risks

irrespective

ofhow

legal

standards

evolve.?

Mismatch

Between

Pace

of

GenAI

Adoption

and

LegalProcess:

The

ease

ofuse

andwideapplication

of

GenAIhas

rapidly

accelerated

adoptiontimelines.

Case

lawand

the

evolution

oflegal

standards

onusage

are

failing

to

keep

pace.RESTRICTEDDISTRIBUTION12

?2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.Generative

AI'sThreat

toIPProtectionsAI-Related

Legal

Cases

in

the

United

States,

2016

–

2022Numberof

Cases12011010192646035301702016201720182019202020212022Source:

Stanford

University2023

AI

Index

Report,RESTRICTEDDISTRIBUTION13

?2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.GenAI'sThreat

toIPandCopyrightProtectionsLegal,

Compliance,

and

Privacy

ImplicationsIncreased

Risks

of

Third-Party

Data

MisuseHeightened

Risk

ofAccidental

Copyright

and

Patent

Infringement?

Vendors

offeringGenAIsolutions

will

bemanaging

large

amounts

ofdatagatheredfromuserinputs.Insomecases,thisdatamayinclude

sensitiveinformation,

IP

ortradesecrets.?

Widespread

useofGenAIthroughout

thecompany

increases

thelikelihood

ofpatentorcopyright

infringement.

However,

legal

teamshave

neither

thebandwidth

norvisibility

tomonitoruseforinclusion

ofothers’IP.?

AsGenAIisembedded

inmoreenterprise

tools,legal

leaders

will

need

toconductextensive

duediligence

onthirdparties

thatimplement

GenAIwithin

theircompany.?

Publishing

guidance

withprohibited

and

high-risk

usecasesofGenAIoutput

canhelplegal

teamstriagereview

to

have

thegreatestimpact.Legal

leaders

should

concentratereview

ontheusecasesinwhich

GenAIoutput

iscentralto

acoreproduct

orisused

inapublic-facing

manner.?

Specifically,

theymustassessdatahandling

procedures,

dataprotection

andprivacyprocesses,aswell

ascybersecurity

ofthesystemsusedtostoredata.Theymustalsoensure

specificlimitations

onusage

ofsensitivedata,including

limitations

onusefortraining

data,andspecificcontrolsobligations

forcontracts.?

Declaring

provenance

onGenAI-produced

contentcanprotecttheenterprise

fromcharges

ofwillful

patentinfringement.?

Legal

and

privacy

leaders

mustsetexpectations

withhigh-risk

thirdparties,requiringup-to-date

documentation

ofcontrolsand

regular

auditswhen

necessary.Increased

Need

to

Monitor

andAdapt

IP

Risk

Management

ProcessesNew

Opportunities

to

Scale

Repetitive

Legal

Tasks?

While

GenAIcanbeusedtoautogenerate

product

features,campaigns

orothermaterialtowhich

thecompany

maywant

to

apply

IP

protection,rules

surrounding

IP

ownership

ofAI-generated

outputarestillinflux.?

GenAI’scapacityto

produce

natural

language

outputlends

itselftoseveraldepartmental

usesforlegal

teams.Thisholds

thepotential

to

minimize

thetimelawyersspend

onlow-value

work.?

Legal

leaders

musttrackcaselaw

andmodifytheirriskassessmentprocesses

asneededtoaccountforstronger

orweaker

standards

forprotectionofAI-generated

content.?

Legal

departments

will

beable

toleverage

GenAItoolsfortime-consuming,

repetitivetasks

suchasconducting

legal

research,

drafting

contractsand

producing

summariesoflegislation.

However,

because

GenAIoutputoftenincludes

errors,

legal

leaders

mustensure

theoutput

isreviewed

foraccuracy.?

Legal

leaders

mustalsomodifyoradd

riskmitigation

toexisting

IP

protections

—especially

when

IP

isacriticalbusiness

asset

—and

workwiththebusiness

tooperationalize

risktolerance

limitssurrounding

theoperations

connected

tothatasset.?

Legal

leaders

should

deconstructworkflows

intoindividual

tasksandtest

GenAIautomation

oraugmentation

forrepetitive,

time-consuming

tasksthatinvolve

productionofwrittendeliverables.Impacted

Risk

Areas:

Information

Access;

Intellectual

Property;

ThirdPartyRESTRICTEDDISTRIBUTION14

?2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.GenAI'sThreat

toIPandCopyrightProtectionsAction

StepsQuestions

for

Key

StakeholdersColor-codedto

Align

withImplicationsonPriorPageBoard

Membersand

C-Suite

LeadershipIdentify

contracts

withthirdparties

that

havedevelopedor

areplanningto

developGenAIsolutionstoensure

youhaveclearcontractual

limitationsonusageof

enterprise

IPandsensitiveinformation

andrequirements

for

documentation

of

controls.?

Whatisourriskappetite(i.e.,howmuchcopyright

andIPriskarewe

willing

totakeonasanenterprise)throughourdevelopment

anduseofGenAI??

Howarewe

envisioning

partnering

with

thirdpartiestoenhancethedevelopment

ordeployment

ofGenAItoolsandsystems?Review

high-riskusecases

of

GenAI(e.g.,

public-facing,those

central

to

the

enterprise’s

core

product)

forpotentialIPinfringement.?

Inwhich

jurisdiction

will

your

AI-generatedcontent

beused?Requirewatermarks

or

other

indicationof

provenanceonGenAI-generated

output

usedexternally.Information

Technology(IT)

or

Information

SecurityMonitor

caselawrelated

toIP

andcopyright-related

GenAIissuesandincorporate

updated

standards

intoanyrisk

assessment

orreviewprocesses.?

Whatdatasourcesdidwe

usetotraintheAIsystems?

Didweobtaindocumented

consentfromthiscontent’sowners

ofcopyrighted

works?Clarifythe

socialmediapolicyto

highlightdifferent

typesof

IP(e.g.,

proprietary

data,

unfiledpatents,

etc.),andstrictly

prohibitposts

that

includeanyof

that

information

onsocialmedia.?

To

what

extent

isIPorsensitiveinformation

beingusedtotrainourinternal

GenAImodels?Monitor

publiclyavailable

trainingdata

sources

to

identify

enterprise

IPor

sensitiveinformation.?

Howcanourlegal

and/orcompliance

teamsbestsupportdevelopment

ofGe