The GC perspective
Richard Coop, Executive Director, General Counsel, UK at Lonza, shares his reflections on the Index and lessons learned from decades helping businesses move forward.
When I first saw the findings of this Index, I was surprised to see confidence running ahead of progress. While the in-house lawyers I know are confident dealing with the work in front of us – we know our deals, our templates, our customers – it's what we don't know is coming that keeps us up at night. Especially because those surprises happen more than they used to, and the cycle between market change and issues landing on the GC’s desk has all but collapsed. I read a tariff announcement on my phone one evening, and by the next morning I’m in a meeting to talk about what it means for the business.
But reflecting again on the results, I think this is exactly why progress seems to be lagging. The frequency of agenda-shaping events and new law creates huge challenges for in-house teams. We often have finite resources, and a portfolio we’re already managing that can’t be deprioritised out of existence. There’s more risk, more complexity and more nuance.
It’s a tricky equation, and I’m sure a lot of people would say the answer is to use AI. As if it’s that simple! But for me the exact opposite is true. To move faster in a super connected world we need personal connection.
Thinking about successful projects I’ve been a part of, the common thread is great relationships. When people trust each other, everything runs more smoothly. They forget silos. They bring us in while a deal is still an idea, with time to shape it. They're honest when something has gone wrong. They remember the details of previous conversations. They’re more positive and solutions-focused. The alternative is running two negotiations at once — one with the customer, and a harder one with a colleague whose goals differ from yours. That's where things can slow down.
So the emphasis on alignment in this research rings true. The hardest part of the job isn’t the law, it’s creating a shared perspective on risk and getting everyone moving in the same direction. That’s easier to do when GCs have a passion for the business and a positive mindset. It means we’re recognised as partners and connectors, not the prevention department of old. The edge comes from within.
The GC Perspective
Richard Coop, Executive Director, General Counsel, UK at Lonza, shares his reflections on the Index and lessons learned from decades helping businesses move forward.
When I first saw the findings of this Index, I was surprised to see confidence running ahead of progress. While the in-house lawyers I know are confident dealing with the work in front of us – we know our deals, our templates, our customers – it's what we don't know is coming that keeps us up at night. Especially because those surprises happen more than they used to, and the cycle between market change and issues landing on the GC’s desk has all but collapsed. I read a tariff announcement on my phone one evening, and by the next morning I’m in a meeting to talk about what it means for the business.
But reflecting again on the results, I think this is exactly why progress seems to be lagging. The frequency of agenda-shaping events and new law creates huge challenges for in-house teams. We often have finite resources, and a portfolio we’re already managing that can’t be deprioritised out of existence. There’s more risk, more complexity and more nuance.
It’s a tricky equation, and I’m sure a lot of people would say the answer is to use AI. As if it’s that simple! But for me the exact opposite is true. To move faster in a super connected world we need personal connection.
Thinking about successful projects I’ve been a part of, the common thread is great relationships. When people trust each other, everything runs more smoothly. They forget silos. They bring us in while a deal is still an idea, with time to shape it. They're honest when something has gone wrong. They remember the details of previous conversations. They’re more positive and solutions-focused. The alternative is running two negotiations at once — one with the customer, and a harder one with a colleague whose goals differ from yours. That's where things can slow down.
So the emphasis on alignment in this research rings true. The hardest part of the job isn’t the law, it’s creating a shared perspective on risk and getting everyone moving in the same direction. That’s easier to do when GCs have a passion for the business and a positive mindset. It means we’re recognised as partners and connectors, not the prevention department of old. The edge comes from within.