Future-Proofing Your Legal Department: The AI-Savvy General Counsel

The role of general counsel (GC) is undergoing a profound transformation. In boardrooms across the country, CEOs are asking: “Is our legal leadership prepared for the AI revolution?” As revealed in Major, Lindsey & Africa’s “2025 General Counsel AI Hiring Survey”, the answer requires thoughtful consideration.

For forward-thinking CEOs and boards, AI represents both a challenge and an opportunity. Today's business environment demands legal leaders who can harness emerging technologies while navigating unprecedented regulatory complexity. As an executive recruiter and co-author of MLA’s landmark GC survey, I’ve identified the critical capabilities that set truly transformative general counsels apart. Here’s what visionary CEOs should demand in their next legal leader. 

AI Adoption is Accelerating in Legal Departments 

Survey Finding. 78% of respondents say their teams have expressed some level of interest in implementing AI tools, and roughly half of the departments surveyed are actively using AI tools. 

CEO Imperative. Competitors are already deploying AI in their legal operations. Organizations with AI-resistant leaders risk falling behind.

When evaluating GC candidates, focus on their experience with AI implementation, evaluation approaches for new legal technologies and governance frameworks for emerging technologies. 

Top-tier candidates don’t just acknowledge the importance of AI — they articulate a clear vision for how to align it with business objectives. 

AI Tools Deliver Measurable Benefits 

Survey Finding. 86% of legal departments who have implemented or are piloting AI solutions have experienced measurable time savings, with many also reporting enhanced productivity (78%), cost reductions (31%) and improved accuracy (27%). 

CEO Imperative. Your GC should transform the legal department from a cost center to a strategic accelerator. Our survey reveals departments are leveraging AI across multiple functions: 

• Contract Review/Analysis: 28% of departments using AI apply it to contract management. 
• Legal Research: 20% utilize AI for legal research tasks. 
• Standalone Generative AI: 35% are employing generative AI tools like ChatGPT. 
• Matter Management: 9% are enhancing matter management with AI capabilities. 

“When legal takes a lead on gen-AI it inspires and reassures the rest of the business,” one GC noted in our survey.

Candidates who view technology as a strategic asset stand out.  

The Talent Market Has Already Shifted 

Survey Finding. 39% of respondents have changed their hiring requirements in response to the rise of AI, with 21% specifically requiring AI literacy or experience. 

CEO Imperative. The competition for digitally fluent legal talent is intensifying. Organizations slow to recognize this risk missing top candidates now and creating expensive catch-up work later. 

What skills should you prioritize? MLA's survey shows: 

• General AI Literacy: 49% of legal departments prioritize this above all other technical skills. 
• Change Management Experience: 29% value this capability highly. 
• Experience with Specific AI Tools: 20% seek candidates with hands-on tool experience. 
• Data Analytics Skills: 9% prioritize data analysis capabilities. 

For CEOs, the red flags are equally important: candidates who outsource all technology decisions, can’t articulate specific use cases for legal AI or whose digital “strategy” amounts to occasional webinars, should be approached with caution. 

AI Governance Creates Competitive Advantage 

Survey Finding. As one GC noted, “AI is here to stay and is neither good nor evil. It is a tool, like a hammer, a computer or the Internet.” 

CEO Imperative: AI governance isn’t just risk mitigation — it’s a strategic enabler that allows faster, more confident technology adoption enterprise-wide. 

Legal departments that effectively implement AI internally are better positioned to guide the broader organization’s AI strategy. 

Leaders who understand both the technical and governance aspects of AI can navigate the complex regulatory landscape while capitalizing on AI’s transformative potential. 

Building AI Capabilities Through Strategic Talent Development 

Our survey reveals legal departments are taking multiple approaches to developing AI capabilities: 

• 49% rely primarily on internal training programs. 
• 34% utilize vendor-provided training. 
• 20% invest in learning and development stipends. 
• 9% pursue external vendor certifications. 
• 5% establish mentorship programs. 

Forward-thinking GCs recognize AI adoption requires both technical understanding and cultural change management. As one respondent noted, “There are trailblazers and laggers; for the trailblazers, use of AI is simply fantastic, for the laggers, I implement the ‘no one is left behind’ policy, so it requires more management.” 

The Rising Strategic Impact of AI in Legal Operations 

AI is fundamentally changing how legal departments operate.  

Significantly, one GC observed, “The ability that AI provides [at a minimal fraction of the cost of law firms] in forming high level answers and approaches to legal and compliance related questions and risk around the globe is simply the early death warrant of traditional law firms still relying on their spoken and written legal expertise to attract clients.” 

The Path Forward: Securing Transformational Legal Leadership 

As CEOs and boards evaluate their legal leadership needs, the stakes have never been higher. The right GC can transform your legal function into a strategic differentiator that enhances business performance. 

The Competitive Advantage of Forward-Looking Legal Leadership 

The general counsel role has evolved from narrow legal advisor to strategic business partner. Organizations with forward-looking legal leadership gain significant advantages in speed, cost structure and innovation capacity. 

The survey data is clear: legal departments are rapidly transforming through technology adoption. The question for CEOs is whether your organization will lead this transformation or struggle to catch up. 

By prioritizing AI fluency, change management capabilities and strategic risk intelligence in your GC selection, you position your organization not just for legal excellence, but for sustainable competitive advantage in an increasingly complex business landscape.