Welcome to Governing Intelligence Research Group

Artificial intelligence is no longer an emerging technology. It is an operational reality. It is already embedded in legal research, contract review, discovery, compliance, marketing, product design, and decision support. It is already embedded in enterprise platforms we all use every day. Yet most organizations are adopting AI faster than they are governing it.

That gap is where risk accumulates.

Governing Intelligence Research Group was created to address a simple but urgent problem: organizations are deploying powerful intelligence systems without the governance architectures needed to manage their legal, ethical, operational, and strategic consequences. Policies are often reactive. Processes are fragmented. Oversight is unclear. Boards and legal leaders are being asked to sign off on systems they did not design and cannot fully see.

Our work sits at the convergence of AI policy, intellectual property strategy, legal operations, and board-level governance. We focus on how intelligence is created, deployed, monitored, and controlled inside modern organizations, and on how leaders can build durable systems that align innovation with accountability.

This is not a site about AI tools, though we will cover some tips for lawyers and executives. It is a site about responsibility.

AI governance is frequently framed as a compliance exercise, a checklist, or a defensive posture. We take a different view. Governance is a design discipline. It determines whether intelligence amplifies value or amplifies risk. Well-governed systems scale trust, resilience, and strategic advantage. Poorly governed systems create legal exposure, operational fragility, reputational harm, and long-term organizational debt.

The legal function sits at the center of this moment. General Counsel and Chief Legal Officers are increasingly expected to lead AI adoption decisions while also safeguarding intellectual property, managing regulatory uncertainty, and advising boards on risk they have never encountered before. At the same time, legal departments themselves are being reshaped by AI, often without the process redesign needed to support meaningful transformation.

Governing Intelligence Research Group exists to support that leadership challenge.

Our work is grounded in three principles.

First, governance must be proactive. Waiting for regulation or litigation is not a strategy. Organizations need internal frameworks that define ownership, accountability, escalation, and decision rights before systems are deployed.

Second, governance must be operational. Policies that are not embedded into workflows, metrics, and decision processes will fail. AI governance must live inside legal operations, procurement, product development, HR, compliance, and security, not in a static document repository.

Third, governance must be intelligible at the board level. Boards do not need technical fluency in models, but they do need clarity around risk exposure, control mechanisms, and strategic tradeoffs. Effective governance translates complexity into oversight.

This platform will publish research, analysis, and practical frameworks to help organizations move from reactive adoption to intentional design. Topics will include AI policy development, IP ownership and inventorship in machine-assisted creation, vendor and third-party risk, data governance, legal operations transformation, board oversight models, and the cultural implications of intelligent systems at work.

Much of the content will be exploratory by design. The field is evolving. Certainty is rare. The goal is not to present fixed answers, but to provide structured thinking that helps leaders ask better questions and build systems that can adapt over time.

Everything published here will be freely accessible in the early stages. Over time, this work will expand into deeper research, advisory engagement, and curated resources for legal and governance leaders who want to move beyond surface-level AI conversations and into durable institutional capability.

Governing intelligence is not about slowing innovation. It is about making innovation survivable.

If your organization is experimenting with AI, planning deployment, or struggling to align rapid adoption with legal and governance responsibilities, you are not behind. You are exactly where most organizations are. The work ahead is not to move faster, but to move with intention.

This is the work of governing intelligence.

Welcome.