Expansion of automated care, if not accompanied by effective legal governance, can transform the technological solution into an unexpected source of judicial liabilities
The search for operational efficiency in companies is legitimate, necessary and often decisive for competitiveness. In a scenario of increasing pressure reduction pressure and increased productivity, digital consumer service channels, especially they emerged as valuable allies. They offer scalability, availability 24 hours a day and ability to solve a large volume of demands quickly and objectively.
When well calibrated, virtual assistants contribute not only to reducing response time, but also to improving consumer experience at low complexity contact points, releasing human teams for cases that require more accurate analysis. But it is precisely in calibration, or lack of it, who lives one of the greatest legal risks of the age of automation.
The fine line between efficiency and litigation
The expansion of automated care, if not accompanied by effective legal governance, can transform the technological solution into an unexpected source of judicial liabilities. What initially presents itself as a cost reduction tool can, in practice, generate a new type of litigation: digital litigation.
The problem is not in itself, but in the way it is projected, fed and monitored. Poorly drawn flows, generic responses and absence of clear trails to solve problems are factors that, in practice, end up violating basic consumer rights, such as the right to clear information, the effective solution of demand and easy access to human channels. In the case of regulated companies, such as the financial, telecommunications and supplementary health sectors, there is still a legal requirement to comply with the SAC Law rules.
The result is an noticeable increase in administrative complaints, the complaints to the procons and the judicialization of topics that could, and should have been resolved at the origin.
The strategic role of legal and legal operations in the management of digital SAC
The challenge, therefore, is not to curb the digital transformation of care, but to integrate it responsibly and legally sustainable. In this context, the legal department and legal operations areas play a central role in building an automated SAC that is both efficient and safe. Some actions become indispensable:
- Legal Audit of Service Flows: Periodic review of Chatbot scripts to ensure that they are aligned with the Consumer Protection Code and, when applicable, with the requirements of the SAC Law. The performance must involve a thorough analysis of the standard responses, care trails and scaling procedures.
- Continuous monitoring of judicialization risks: Monitoring of indicators such as resolution rate in the first contact, recurrence of demands and increased processes originating from the digital SAC. Legal Ops can directly contribute to structure control panels and dashboards that allow you to view these risks in real time.
- Integration with areas of CX, IT and Compliance: The legal one cannot act in isolation. Chatbot governance requires joint work with Customer Experience teams, information technology and compliance, ensuring that technical and operational decisions consider legal impacts.
- Implementation of automatic scaling trails: Identification of keywords, such as mention of Procon, Justice, or Media, that immediately trigger redirect for specialized human care.
- Proactive Knowledge Base Management: Legal Ops can help create legal validation flows for default chatbot responses, preventing inaccurate concepts or incomplete information from being widespread to consumers.
- Periodic analysis of rose causes of judicial demands: Establish a feedback cycle between litigation and digital service, so that the main causes of judicialization are corrected directly in automated flows.
Automation with responsibility: the possible and desirable path
The advance of digital service channels is irreversible. Well -structured chatbots are undoubtedly a powerful tool for improving customer experience, reducing costs, and speeding up problem solving. But in order to fulfill this role, they need to operate within legal limits, with responsibility, transparency and effective correction mechanisms.
The legal, along with Legal Ops and CX areas, has the opportunity and the responsibility of turning the digital SAC into a strategic asset of institutional protection. Ignoring this role means making room for the growth of an invisible liabilities, which only reveals itself when processes begin to arrive. Technology can accelerate service, but it is legal governance that ensures that this speed does not result in consumer and judiciary collisions.
*This text does not necessarily reflect the opinion of the young Pan.
