Traditionally, the role of a General Counsel (GC) was confined to the realm of legal oversight—chief legal officer, strategic adviser, and risk manager. However, in today’s evolving corporate landscape, the responsibilities of GCs are rapidly expanding beyond legal counsel into the broader strategic domain, a transition known as the “GC Plus” model. This model sees GCs taking on multiple C-suite roles, integrating with functions such as human resources and operations. This expanded role is increasingly being recognized for its contribution to corporate strategy and efficiency, enabling organizations to better align their legal and business objectives.
The changing nature of the GC’s role is underscored by the growing set of challenges and regulatory complexities companies face. For instance, a GC doubling as Chief Human Resources Officer (CHRO) or Chief Operating Officer (COO) may focus on ensuring digital transformation initiatives are compliant with data privacy laws and that workplace policies align with governance and regulatory requirements.
Examples of this shift are evident. At Owens Corning, General Counsel Gina Beredo now also shoulders responsibilities as Chief Administrative Officer, consolidating legal and HR leadership into a unified role. Similarly, Renada Williams at Kenneth Cole Productions has transitioned from legal vice president to General Counsel, with additional HR responsibilities.
Nevertheless, the transition to the “GC Plus” model is not without its challenges. While the scope of responsibilities expands, the formal title of Chief Legal Officer typically remains unchanged. This scenario has prompted discussions around appropriate compensation, with many organizations struggling to align pay structures with the GC’s expanded strategic role. According to Major, Lindsey & Africa’s 2024 compensation survey, overall cash compensation for GCs has decreased slightly, raising questions about how compensation plans reflect these new responsibilities.
As these hybrid roles gain traction, the risk of burnout becomes a concern. GCs are recommended to delegate effectively and invest in leadership support structures to handle their growing portfolio successfully. Moreover, the reliance on advanced legal operations technologies is growing, as they offer avenues to reduce administrative overhead and streamline tasks—allowing GCs to maintain focus on strategic initiatives.
Another important consideration is potential conflicts of interest that may arise when GCs juggle multiple roles, such as balancing immediate operational objectives against long-term compliance requirements. This duality could introduce tension within the organization, necessitating clear governance and accountability frameworks to mitigate potential conflicts.
The future of the “GC Plus” model lies in continued professional development and leadership training, essentials for those entering into these multifaceted roles. Continuous education in areas such as HR management, operations, and corporate strategy is crucial, enabling legal professionals to develop the necessary business acumen. Fostering such growth ensures that GCs are equipped to meet the demands of this new, complex landscape, a sentiment echoed by experts such as Eskor Edem and Jerry Temko from Major, Lindsey & Africa, whose insights into this evolution have been invaluable (source).