2020 pushed many in-house counsel out of our comfort zone by compelling us to adapt to a virtual model of lawyering that includes interviewing, training, and interacting with clients and colleagues remotely. With this change in mind, we should ask ourselves not just how we can expand the ways in which we perform our in-house role, but also how we can evolve the role itself. For instance, what happens when we view in-house counsel not just as partners to the business, but part of the business?

At best, in-house counsel are viewed, and view ourselves, as partners to “the business.” An instrumental, albeit necessary, element of securing desired suppliers, approving product launches, and defending against challenges. At worst, we are viewed as merely a profit-eating stamp of approval, veto or liability shield to the work and inventiveness of our colleagues. Less frequently are we considered part of the business itself and rarely are we thought of—or do we think of ourselves—as innovative.