The role of general counsels (GCs) is increasingly shifting from compliance guardian to strategic business leader, ready to drive transformation amid disruption. According to the 2025 EY Law General Counsel Study, 83 per cent of GCs report that geopolitical tensions are reshaping their roles, presenting a prime opportunity for legal leadership on emerging risks. This evolution allows GCs to contribute to strategic decision-making and risk management, ensuring legal functions align closely with business objectives, according to Alan Murphy, partner, head of Law, EY Law Ireland
“General counsels in Ireland face several pressing challenges, including navigating a rapidly changing regulatory landscape, managing compliance risks, and addressing increasing demands for transparency and accountability,” Murphy adds. “Notably, 70 per cent of GCs view regulatory changes as a significant hurdle, driving the need for innovative tracking solutions beyond manual methods. Additionally, 73 per cent express concern over rapid shifts in AI and automation, highlighting the urgency for adaptation in the legal landscape.”
Irish GCs have proven, time and again, that they’re ready to meet the challenges that have come their way and have consistently adapted to changing landscapes. “The current wave of change may be daunting, but it’s also an opportunity to create legal teams that are smarter, more agile, strategically embedded in the business and ready for whatever’s next,” he says.
Murphy believes GCs should focus on enhancing their strategic capabilities and fostering collaboration across the organisation if they are to respond effectively to current challenges. This includes investing in technology to streamline legal processes, upskilling their teams to handle emerging legal issues and actively participating in business strategy discussions. “The challenges also present opportunities for GCs to lead initiatives that drive efficiency and innovation within their organisations,” he adds.
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It is not just a question of addressing the challenges of today, GCs must also seek to futureproof the legal function to be prepared for the next wave of disruption. According to Murphy, organisations can achieve this by embracing technology and adopting agile methodologies.
“General counsels should prepare their teams by promoting a culture of continuous learning, innovation, agility and adaptability, ensuring that legal professionals are equipped to handle the complexities of tomorrow’s legal landscape,” he says. “The EY Law General Counsel Study indicates that while 90 per cent of legal departments anticipate a budget increase over the next 12 months, 80 per cent still prioritise cost reduction, necessitating a balance between investment and efficiency.”
This represents a critical turning point. While four in five GCs are prioritising cost reduction, the same number expect to increase investment in risk management and compliance, particularly in relation to technology, cyber and regulatory response. However, the real opportunity lies in how strategically that investment is used.
“Leading legal departments are shifting from compliance-as-usual to proactive oversight, using automation and smarter tools to scan for risk and stay ahead of change,” Murphy notes. “To keep pace with modern regulation, legal teams need better data, smarter technology and a more integrated role in strategic decision-making, with a seat at the senior leadership table.”
It is therefore heartening to note that digital transformation is high on the agenda for Irish legal departments with 73 per cent of respondents to the EY Law survey identifying legal tech and data strategies as a top priority. But ambition doesn’t appear to be translating into action with only 13 per cent of GCs saying generative AI (GenAI) is currently a high priority.
Actual usage of the technology remains limited. Most legal teams are still in test-and-learn mode, with more planning to use GenAI than actively deploying it. For use cases like legal due diligence, uptake is particularly low with just 3 per cent of Irish GCs using the technology for that purpose at present. More encouragingly, 73 per cent say they plan to do so in the next year.
Among the barriers facing GCs in this regard are legacy systems, fragmented data and limited budgets. Budget emerged as the single biggest blocker, cited by 67 per cent of Irish GCs.
But it’s not just about money. “Many legal teams are grappling with fragmented data, disconnected platforms and outdated infrastructure,” Murphy notes. “Nearly half report that their data is disorganised or spread across different systems. Others struggle with limited access to accurate data or poor integration between legal and business technology platforms.”
Finding the right people in an increasingly competitive market for legal talent is another challenge facing GCs. “To address recruitment and retention challenges, GCs should focus on creating a supportive, inclusive and engaging workplace culture that attracts top legal talent,” says Deirdre Malone, partner and head of employment law at EY Law Ireland. “With 77 per cent of GCs wanting to rethink their sourcing strategy, it’s crucial to offer professional development opportunities, flexible working arrangements, and competitive compensation packages that align with what legal talent values – purpose, growth and flexibility. It’s not about beanbags or back-to-office mandates. The legal professionals who stay are the ones who feel like they’re learning, growing and making a difference.”
Murphy concludes by emphasising the opportunities presented by the rapidly changing business, technology and legal environments. “As disruption arises from various fronts, Irish legal departments have a unique opportunity to adapt quickly, think strategically, and drive change proactively,” he says. “General counsels must embrace change and position themselves as key contributors to their organisations’ success. This isn’t about firefighting; it’s about stepping up and reshaping the legal function into something faster, leaner and more plugged into the business than ever before.”
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