There is something awkward with meetings: On the one hand, it feels like we have too many of them and they absorb too much of our time. On the other hand, it feels like we need ever more of them: there are so many issues that need to be discussed. Many of us may feel stuck in this "we need less/more meetings" paradox.

You are about to set up a compliance unit in your company. However, no laws require you to do so nor prescribe how you should do it. You can design it at your convenience. This freedom can pose significant challenges: how do you make the right choices when possibilities are unlimited? To navigate this complexity, you should consider a series of foundational questions that will shape the core of your compliance architecture and strategy.

By now, every company lawyer has been told that using AI calls for critical thinking. But critical thinking about what, exactly? About AI’s output, obviously. About the tools and one’s own use of AI, fair enough. But about the company's AI choices? About what AI is doing to society? At this point, heads start to shake. The last item in the list might not be the lawyers’ job (or is it?). The interesting question is precisely where you draw the line. Deciding what falls outside the scope of your thoughtful consideration is a significant act of critical thinking.