General Counsel are used to hearing the familiar mandates from the C-Suite — be more of a business advisor, generate revenue, do more with less, deliver faster. In a recent survey, 70 percent of chief executives said GCs should be a strategic business partner and key member of the leadership team. Only 55 percent of CEOs, however, said their GCs fill those roles. Clearly, CEOs and GCs have the same goal, so why aren’t GCs able to be consistently viewed as a strategic partner?
GCs juggle many responsibilities. Straddling the roles of cost center manager, risk manager and revenue generator is a tall order. Mired in manual processes and budget limitations, GCs have been handcuffed, unable to think strategically about the business as often as they would like. Nor have they wielded the innovative technology necessary to use data-driven insights and streamlined workflows to deliver demonstrable, dramatic business results that wow the C-Suite.
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