This column, the first in a series, is drawn from the Global Counsel Leaders Circle Target Topic report provided in the link in the article below. The second part of the series focuses on the new skills required of general counsel to meet expectations of corporate boards. Part three suggests measures the GC can take to protect him or herself.
A few weeks ago in New York the deputy general counsel of a large global company said to me, “In our legal team we say that if you’re not at the table, there’s a high likelihood you’ll be on the menu.” It’s a good line, and I agree—but being at the table for most GCs today is also highly risky. Just ask Michael Millikin of General Motors Co.
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