• Even seemingly robust corporate structures can fracture overnight due to a sudden regulatory ban, an adverse court ruling, or a geopolitical shock.
• Example: A sudden shift in import regulations made a key overseas supplier ineligible, disrupting a critical manufacturing input. The legal challenge wasn’t just re-negotiating supply contracts— it was about rapidly securing alternate sources while ensuring compliance with trade and competition laws, all under intense board scrutiny.
• Lesson: Legal teams must build “shock absorbers” into contracts and governance frameworks so that brittle dependencies don’t trigger systemic breakdowns.

• Boards, investors, employees, and regulators are increasingly anxious—about compliance, ESG performance, cyber risks, and reputational exposure.

Example: A safety incident at a manufacturing facility led to a spike in employee anxiety and regulator attention. The GC’s office had to manage multilayered communications—simultaneously reassuring the workforce, satisfying the regulator’s queries, and equipping the board with a transparent legal risk assessment—before the narrative spiralled into reputational damage.

Lesson: In an anxious environment, GCs must be not just legal advisors but narrative managers—able to address concerns quickly and credibly before fear hardens into distrust.

• In a non-linear risk environment, small incidents can escalate into fullblown crises with unexpected global reverberations.
• Example: A minor IP infringement claim in one jurisdiction unexpectedly triggered a domino effect of challenges in other markets where the product was sold, as competitors used the case to question rights and licensing terms.
• Lesson: Risk mapping in a BANI world must account for network effects—a single spark in one market can set off legal, regulatory, and reputational fires globally.

• Emerging technologies, changing ESG norms, and novel regulatory regimes often operate in “grey zones” where even the law is unsettled.
• Example: While advising on a cross-border tech licensing deal involving AI-driven products, the team encountered multiple jurisdictions where legal frameworks for AI liability were undefined. The challenge was to draft agreements that pre-emptively allocated risks, knowing that future legislation could shift the balance.
• Lesson: Incomprehensibility demands foresight contracts—agreements and governance structures flexible enough to adapt to evolving legal interpretations.
• In summary, a GC in the BANI world must be:
• A structural engineer – reinforcing brittle systems before they break.
• A calming presence – addressing stakeholder anxiety with legal clarity.
• A scenario planner – anticipating disproportionate ripple effects.
• A translator of the unknown – making the incomprehensible actionable. It’s no longer enough to “manage legal risk”; the modern GC must design for resilience so the organisation thrives amidst volatility.

The key lies in moving from a transactional to a partnership mindset. Law firms must understand the business context, risk appetite, and industry dynamics of the client, while in-house teams should leverage law firms’ specialized expertise rather than replicate it internally. Co-creating knowledge, running joint training programs, and aligning on KPIs beyond just “winning cases” can significantly improve outcomes. Also in house counsels should use the Law Firms to influence the law making by the Government to avoid unnecessary confusion and interpretation issues, thereby bringing in clarity in the legislation.

I believe in a mix of formal and informal learning:

• Executive legal programs from global universities.
• Industry-specific compliance certifications.
• Active participation in legal and industry forums.
• Reverse mentoring from tech and data experts.
• Case study reviews of landmark judgments and regulatory changes.
• Digital tools such as legal research AI platforms and compliance management systems.

Start with building strong fundamentals in corporate and commercial law, but also develop business acumen. Be curious about how your company makes money and where the risks lie. Build relationships across functions—not just within legal. Learn to communicate legal advice in business language. And remember, credibility is earned over time through integrity, sound judgment, and the ability to say “no” when necessary.