2025年总法律顾问的三大趋势

Leadership Vision for 2025 Top 3 StrategicPriorities forGeneral Counsel Leadership Vision for General Counsel in 2025 General counsel (GC) are facing a landscape of growingcomplexity and uncertainty: business model changes;implementation of new technologies with new vendorrelationships; a volatile political environment; andheightened demands from regulators and enforcementagencies. All of these forms of uncertainty are shapinghow the best organizations are managing complex andnovel legal issues to achieve business goals. Key questions addressed: •What are the major trends affecting GC?•What are the top challenges forGC in the year ahead?•What actions do GC and their teams need totake to succeed? To address these challenges, general counsel shouldfocus on three key areas: •Navigating the business through increased regulatoryand contracting complexity•Building the processes that enable the right use of AI•Keeping pace with business demands for legal support Use this research to stay ahead, achieve your goalsand lead enterprise risk management success in 2025and beyond. Legal Uncertainty and Complexity in 2025 GC manage three forms of uncertainty that threaten corporate priorities Legal requirementsand demands Technology uses andthird-party relationships Legal-regulatory-sociopolitical uncertainty •Expanded duty of oversight tocorporate officers•New privacy, cyber, data governance, AIand other regulations•Increased disclosure for cyber-riskmanagement and environmental, socialand governance (ESG)•Changes in antitrust enforcement, mergeroversight and environmental claims•Increase in global litigation volume •Heightened risk of geopolitical conflict withcorresponding supply chain risk•Increasingly fragmented regulatory regimesand enforcement fueled by nationalism, statismand trade wars•Uncertainty in U.S. domestic policies•Political polarization of employees and rapidchanges in social expectations •New and emerging risks from pervasiveenterprise use of generative AI (GenAI)technologies•New relationships, risks and contract termsin areas such as power purchasing, cloud andAI agreements•Expanding third-party networks•Booming technology and servicesmarket for compliance and risk GC Should Focus on Addressing Legal Complexity … GC imperatives for 2025 … to Enable Business Performance Overview of GC imperatives Reduce regulatorycomplexity for the business GC imperatives Maximize legal operations’ ROI Enable the right use of AI •Regulatory volume and impact haveincreased while regulatory burden hasbecome a top CEO concern.•Addressing regulatory complexity canreduce business costs while helping thebusiness execute against strategicpriorities.•Fifty-two percent of legal and complianceleaders are prioritizing improvingregulatory tracking and intelligence in2025. •Business demands for legalguidance are increasing.•While 66% of legal leaders plan toincrease spend on legal technology,only 29% are confident in improvinglegal scale or speed.•GC need to make the right investmentsin people, process and systems to keeppace with automating businessprocesses. •AI is the top CEO growth strategy and anarea of significant corporate investment.•Seventy percent of legal and complianceleaders report that rapid adoption of AI isa corporate priority, but experts havecataloged 700+ distinct AI risks.•Business needs clear rules for AIinvestment and management. Urgency andkey points How do I keep pace with businessdemands for legal support? How do I build the processes thatenable the right business use of AI? How do I navigate the businessthrough increased regulatoryand contracting complexity? Key research issue Poor RegulatoryManagementThreatens toSlow BusinessInvestment,Decrease Marginsand Increase Risk UnclearPrioritizationDrives InternalBusinessComplexity Address Sources of Complexity to Break Trade-Offs Invest in processes that reduce complexity for the business Make “obligations” the critical unit of analysis and data capture.Ensure data governance and integration across regulatory, policy management, process and controlsystems.Implement decision rules for the creation of local, regional and enterprisewide obligations, and for theprioritization of regulatory efforts.Address processes with significant manual components and coordination costs. Reduce Regulatory Complexity for the Business What you should do today •Take stock of your organization’s current regulatory intelligence programoperations and resources and reflect on pain points and challenges forthe business.•Prioritize investments in areas of significant time spend, coordination costor business uncertainty with some focus on areas best supportedbyregulatory intelligence solutions. AI Use Is aPriority for MostOrganizationsand an Area ofSignificant TimeSpend andInvestment AI is the No. 1 technologypriorityfor CEOs in 2025 On average, business leadersare allocating6.5% of thebudget to generative AI AI Is a Double-Edged Sword,and Organizat