We have too many in-house counsels and law function leaders. I have seen 2-3 in house counsels in some internal meetings. They are tripping over themselves!
The function overall and within business lines has put in place “zipper model” org charts to align with similar hierarchy positions in other functions. This includes 1:1 law-to-business leader relationships. THAT IS NOT NEEDED post 2025!!!!! Other functions have rationalized cost, often serving multiple businesses (what we saw pre-2025). The zipper model is seen not just with the Law org chart, but also on how Law leaders expect to be advised by their senior counsels within a business. They want to be spoon fed, often to participate on an equal footing with other function colleagues.
Also, have you seen how Law function internal approval is sought? Tons of leaders are copied or addressed on emails. These are ornate emails that cut and paste from emails used in the business. It’s a who’s who of the function on these emails.
Law function work appears MOSTLY administrative and coordination in its nature. They are experts in keeping their function leadership aware of issues and managing the real work performed by others, including external counsel.
Can we make real and lasting change here?