Looking forward, what trends do you foresee in the legal landscape over the next 5–10 years that companies should prepare for?

One of the most important trends I see is the redefinition of what a “legal department” actually is. In the next few years, lawyers will no longer be the sole or even dominant actors within their own function. Technology, generative AI, contract lifecycle management and data specialists are changing the legal department into a multidisciplinary engine, where value will be measured not in memos produced, but in revenue accelerated, risks mitigated, and opportunities perceived and unlocked.

For in-house counsel, the future means shifting from a defensive posture – avoiding litigation and controlling risk – to an offensive, value-generating role: turning contracts into performance assets, translating data into insight, and embedding legal in the business’ digital and profit-making infrastructure.

A second trend I am noticing is the rise of culture and mindset as strategic differentiators. Technology can automate routine work and provide predictive insights, but the true challenge for legal leaders will be guiding their teams – and their organisations – through this huge cultural shift. That requires GCs to act less as guardians of rules and more as fearless architects of transformation, supported by leadership teams that may include legal COOs, CTOs, and CDOs, with an “evolved” humanity at the center.

In short: the roles that will endure are not about delivering legal “advice” but about mastering legal services, data stewardship, and cultural leadership. Neuroscience shows us that primal communication – human or animal – rests on connection, instinct, and stimulus that creates traction. Perhaps it is time to strip away complexity and reconnect with that truth as we shape the future of legal and AI-driven communication.

Looking forward, what trends do you foresee in the legal landscape over the next 5–10 years that companies should prepare for?

One of the most important trends I see is the redefinition of what a “legal department” actually is. In the next few years, lawyers will no longer be the sole or even dominant actors within their own function. Technology, generative AI, contract lifecycle management and data specialists are changing the legal department into a multidisciplinary engine, where value will be measured not in memos produced, but in revenue accelerated, risks mitigated, and opportunities perceived and unlocked.

For in-house counsel, the future means shifting from a defensive posture – avoiding litigation and controlling risk – to an offensive, value-generating role: turning contracts into performance assets, translating data into insight, and embedding legal in the business’ digital and profit-making infrastructure.

A second trend I am noticing is the rise of culture and mindset as strategic differentiators. Technology can automate routine work and provide predictive insights, but the true challenge for legal leaders will be guiding their teams – and their organisations – through this huge cultural shift. That requires GCs to act less as guardians of rules and more as fearless architects of transformation, supported by leadership teams that may include legal COOs, CTOs, and CDOs, with an “evolved” humanity at the center.

In short: the roles that will endure are not about delivering legal “advice” but about mastering legal services, data stewardship, and cultural leadership. Neuroscience shows us that primal communication – human or animal – rests on connection, instinct, and stimulus that creates traction. Perhaps it is time to strip away complexity and reconnect with that truth as we shape the future of legal and AI-driven communication.