Geopolitics and political pressures reshape the general counsel agenda
Growing geopolitical instability is significantly reshaping the risk environment in which businesses operate – and, as a result, the role of general counsel. This is one of the key findings of the report Embracing Geodisruption: 2026 Lex Mundi Summit Report, published by the international law firm network Lex Mundi.
According to the study, geopolitics, heightened political scrutiny of business, corporate diplomacy, and the building of “anti-fragile organisations” are the four dimensions currently redefining the priorities of chief legal officers at major corporations in 2026.
The report draws on discussions that took place during the General Counsel Summit organised by Lex Mundi, which brought together the legal leaders of some of the world’s leading multinationals, including Microsoft, Rio Tinto, Ralph Lauren, and TotalEnergies. The exchange among participants reveals how profoundly the risk landscape has shifted compared to the past.
The effects of a fluid international environment
Whereas until recently general counsel could base their analyses on relatively stable forecasting models and statistical probabilities, today’s international environment appears far more fluid and unpredictable. The global order that has underpinned the economy over recent decades can no longer be taken for granted, making scenario planning considerably more complex. In this new context, legal leaders are called upon to continuously integrate geopolitical analysis into corporate strategy.
At the same time, political pressure on businesses is intensifying, with companies often caught between conflicting demands from governments, investors, and activist groups — a dynamic that requires general counsel to navigate decisions with not only legal, but also political and social implications.
Corporate diplomacy as a tool for anticipating change
According to Helena Samaha, President and CEO of Lex Mundi, the growing politicisation of business activity is fundamentally transforming the role of legal leaders. It is no longer simply a matter of managing compliance and regulatory risk; general counsel are now expected to act as strategic partners to senior management — capable of navigating increasingly divergent regulatory regimes, managing relationships with sensitive stakeholders, and supporting boards in decision-making under conditions of significant uncertainty.
In this landscape, so-called “corporate diplomacy” is becoming an increasingly central competency: general counsel are expected to anticipate regulatory changes, engage with policymakers, and help prevent potential crises before they materialise.
Anti-fragile organisations
The report also highlights the importance of developing “anti-fragile organisations” — entities capable not only of withstanding shocks, but of growing stronger through volatility. In this perspective, legal teams must contribute to building corporate strategies that transform uncertainty into a potential competitive advantage.
According to Samaha, what sets the most advanced organisations apart today is precisely their ability to adapt rapidly to change and draw strength from periods of instability. Achieving this requires a global outlook, a deep understanding of local contexts, and legal functions that are ever more integrated into decision-making processes.
Governance: an open question
The question of governance, however, remains unresolved. A recent study by the Corporate Governance Institute has highlighted how many British companies are failing to adequately address certain weaknesses in their governance systems. At the same time, an analysis by FTI Consulting and Relativity indicates that general counsel globally are now expressing greater confidence in their organisations’ ability to manage an increasingly complex risk environment.
