A new report from KPMG Law, the legal arm of the Big Four firm, reveals that the role of general counsel (GC) is evolving beyond traditional legal oversight as regulations become more complex and demanding. The survey of nearly 500 senior legal leaders across 28 countries found that 75% of GCs frequently provide advice on issues outside their legal specialty, signaling a significant shift in the traditional role.
Key Drivers of Change
The transformation is driven by a combination of external pressures and internal demands, including geopolitical uncertainty, technological disruptions—particularly from artificial intelligence—and heightened stakeholder expectations. However, the growing patchwork of global regulations tops the list, with 39% of GCs citing it as their biggest source of pressure.
Strategic Leadership
Stuart Bedford, global head of legal services at KPMG International, said GCs are evolving from traditional legal gatekeepers into enterprise leaders who provide strategic judgment, risk analysis, and governance expertise on key decisions. The report also found that legal leadership is driving performance and growth, with GCs playing a significant role. Bedford added that what sets leaders apart is their ability to provide insights of real value to the business that bolster organizational growth.
AI as a Key Player
All professional services are feeling pressure to adopt AI, but the legal sector is at the forefront. Many City law firms are investing heavily in integrating the technology to stay competitive. Despite increasing industry pressures, KPMG Law reports strong performance across GCs, partly attributed to technological advancements, particularly the prioritization of AI as an integral element of the legal function's operating model.
KPMG Law notes that AI has already notably improved efficiency in legal operations, allowing legal teams to advance skills, capabilities, and efficiency. The firm plans to next embed AI directly into legal workflows. “AI is transforming legal work at a fast pace, but technology alone isn’t enough,” Bedford said. “Legal teams that combine AI with an effective operating model, strong architecture, and a network of tech-enabled providers should boost productivity, make better decisions, and free up time for more valuable advisory tasks.”
