Litigation, Information Technology, and Consumer Products
We have long heard about the expectation that general counsels need to be more like business leaders rather than just lawyers. But while in-house counsel may have once viewed this evolution as aspirational or optional, the proliferation of technology and the pace of business today have made it mandatory.
The GC role requires a plethora of skills – giving legal advice is just one of them. Today, GCs must be ready to put on any number of hats, sometimes simultaneously, depending on the situation. Among them: crisis counselor, risk manager, CEO confidante, board counselor, and department leader. At the same time, many GCs are being asked to take on these new responsibilities with fewer resources and less professional leadership development.
As advisers to clients on their most strategic and transformational transactions, cases, and risk management, Morrison & Foerster has witnessed the evolution of the GC role close up. Bringing together insights from our work around the world, along with our extensive market research, we have identified eight trends demonstrating this change.
Read more in Morrison & Foerster’s article “The GC disrupted: eight trends redefining the role” recently published in The In-House Lawyer.
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