IHL top priorities*
*according to an ex-inhouse lawyer and our trusted network
The role of an in-house lawyer is constantly transitioning. What was once considered a function of legal advisors has developed into a broader strategic commercial role. Emerging themes across 2026 include spearheading the responsible use of AI, developing an in-house team brand, and driving down costs and increasing profitability of the business. From discussions with our in-house network, these three trends emerge clearly with the following insights being reported as priorities.
1. AI / technology
- Although there has been a cautious adoption of AI tools amongst the profession, technology and innovation are still the number one priority for in-house counsel. Indeed, all commercial industries must embrace the change, or risk being left behind.
- The challenge is to find a way to compliment strategic legal thinking which undoubtably requires the human brain, with the implementation (and effective training) of tools to optimise business operations and drive efficiencies. Like some law firms, our in-house network report experimenting with AI-based applications to test that dual pronged approach.
- Implementation and effective training will be where the real difference is made, creating space for strategy, risk analysis and added value. As demand on in-house lawyers continues to rise, utilising efficiencies through technology creates space for other work that will grow the business. Risk strategies and proactivity, rather than reactivity, can make for a faster and smarter inhouse legal function.
- Whilst there are undoubtedly commercial benefits to its use, the risk of confidentiality and privilege being lost through the use of data on open AI platforms is one which in-house teams are having to monitor with the business, and which may require the implementation of effective training and policies.
2. Team brand
- The process of creating an identity for the in-house legal function has become more prevalent, with technology playing its part in that cultural shift.
- Technology, and specifically AI, makes it too easy for other business functions to find an answer online. It might not be the right answer, but that may not become clear until later. Creating a brand for any in-house legal team will encourage the business to turn to the in-house team before a search engine.
- Simple ways to support your business and grow a team brand might include weekly commercial and legal ‘drop in’ sessions, an easy (and quickly accessible) ticket system with a swift turnaround, perhaps even a carefully crafted AI chat function or email auto-responses with quick links and answers to FAQs.
- At the fore of a team brand, however, has to be talent retention. The same faces, the same email addresses, the same consistent energy. Investing in talent at the outset, and retaining it, will inevitably lead to efficiencies and a growth in a team brand. Recruitment should focus on technical excellence, commercial intuition and a passion for modernising digital legal operations. These three key areas are dominating our network’s recruitment processes.
3. Costs and profitability
- This is both old, and new, news. Driving costs down and increasing profitability is ever present and the pressure on legal functions to demonstrate value, continues to increase.
- We live in a digital world where humans are both competing with, and expected to integrate with, technology. In-house legal teams now, more than ever, must manage spend and track performance against the wider business goals and AI and technology can be used to assist this.
It’s an exciting time of ever-changing digital development and that sits at the heart of the top priorities we are seeing for in-house legal functions in 2026, which look set to continue into 2027. By embracing technology, in-house legal teams will be able to build strong team brands, add value to the business and in turn drive profitability up, and costs down.
If you would like to discuss anything in this article further, please contact:
Emma Haymes
IHL top priorities
The role of an in-house lawyer is constantly transitioning. What was once considered a function of legal advisors has developed into a broader strategic commercial role. Emerging themes across 2026 include spearheading the responsible use of AI, developing an in-house team brand, and driving down costs and increasing profitability of the business.
The Employment Rights Act 2025
The Employment Rights Act 2025 has introduced significant reform across a number of different areas of employment law, including zero-hours contracts, unfair dismissal, statutory sick pay and maternity leave rights.
From text to terms: contract formation in WhatsApp communications
Key elements of an enforceable contract have been long-established in contract law. However, the method by which formation of a contract takes place has had to move with the times from hard-copy documents and wet ink signatures to electronically executed contracts.
Next in line for the IHL seat is NES Fircroft’s Clare McNulty. Clare is the Legal and Commercial Manager for the UK, EU and Africa. NES is the world’s leading engineering recruitment provider spanning many sectors across Oil & Gas, Power & Renewables to IT and Manufacturing.
IHL conference, 22 September 2026
We are busy planning our next inhouse lawyer conference which will take place on 22 September at the Innside Hotel on First Street, Manchester. This is the 15th year we have hosted our ever-popular event for the North-West inhouse lawyer community.
Our Pannone x IHL is designed to bring you the latest news and legal developments relevant to in-house lawyers. If there are any areas you would like more information on or if you have any questions or feedback, please do not hesitate to let us know via our feedback form or get in touch with any member of our team.
Copyright in this publication is owned by Pannone Corporate LLP and all rights in such copyright are reserved. Pannone Corporate LLP is a limited liability partnership registered in England and Wales with number OC388393. Authorised and Regulated by the Solicitors Regulation Authority. A list of members is available for inspection at the registered office, 378-380 Deansgate, Manchester M3 4LY. We use the terms “partner” to refer to a member of the LLP.