Reshaping Legal Functions: Insights for Ireland's General Counsel

Complexity is rising, and legal teams across Ireland are being hit faster than ever. According to the study, 83% of GCs say geopolitical tension is already affecting their role. That’s closely followed by rapid shifts in AI and automation (73%), and the growing weight of regulatory requirements (70%).

Yet Irish GCs have proven, time and again, that they’re ready to meet the moment. Known both locally and globally for their high standards and openness to innovation, they’ve consistently adapted to changing landscapes.

The current wave of change—GenAI, cyber, data, risk—may be daunting, but it’s also an opportunity to create legal teams that are smarter, better regulated, more agile, and strategically embedded in the business.

At the same time, there’s a paradox at play. 90% of legal departments anticipate a budget increase over the next 12 months but cost reduction is still a priority for 80%.

This involves more than just enhancing productivity while reducing costs. It’s about building legal functions that are flexible, efficient, and ready for whatever’s next.

Most legal teams are still planning around a 12-month calendar. But today’s challenges don’t stick to a timetable. They hit fast, often without warning.

While the majority of Irish legal departments say they update their strategies each year, fewer than half dig deeper, looking at what’s really driving risk, where money’s being spent, or how to prepare for the unknown.

Given that only 17% of legal teams have conducted a spend management review in the past year and many still rely on traditional metrics, there’s a clear opportunity for GCs to shape the agenda, align more closely with business priorities, and demonstrate greater value.

The intent is there but GCs often face internal barriers to execution. From lack of time to fragmented mandates, it’s not always easy to turn ambition into action.

Still, there’s momentum. Many GCs plan to leverage technology to automate processes and deliver efficiency, with 63% saying they’ll increase their use of automation tools. Legal project management and outsourcing are also increasingly used to manage workload and improve responsiveness.

It’s not just about cutting spend. It’s about getting smarter with how legal delivers, so teams can move faster and make more impact where it counts.

Irish GCs are now at the coalface of business risk—from the legal implications of GenAI to intensifying scrutiny around regulation and cyber threats. GenAI tops the list of GC concerns (43%), followed closely by data privacy and cybersecurity (37%), and compliance with emerging regulation (33%).

Yet many legal functions are still operating without clearly defined value propositions or service delivery models. Escalation paths are vague, roles are fragmented, and regulatory tracking is often manual. It’s a structure that hampers responsiveness, right when agility is needed most.

This is a critical turning point. While 80% of Irish GCs expect to increase investment in risk management and compliance, particularly in relation to technology, cyber and regulatory response, the real opportunity lies in how strategically that investment is used.

Irish GCs know how to build strong teams. But they need support from leadership, sourcing partners, and tech to manage increasing workload and operate with pace and precision.

Digital transformation is high on the agenda for Irish legal departments with 73% identifying legal tech and data strategies as a top priority. But ambition isn’t yet translating into action.

Only 13% of GCs say GenAI is currently a high priority, and actual usage remains limited. Most legal teams are still in test-and-learn mode, with more planning to use GenAI than actively deploying it. For use cases like legal due diligence, uptake is particularly low, just 3% are using it today, even though 73% say they plan to in the next year.

The intent is strong, but GCs are constrained by legacy systems, fragmented data and limited budget, making it difficult to manage increasing workloads or operate at pace and with precision.

Budget is the biggest blocker—named by 67% of GCs. But it’s not just about money. Many legal teams are grappling with fragmented data, disconnected platforms and outdated infrastructure. Nearly half report that their data is disorganised or spread across different systems. Others struggle with limited access to accurate data or poor integration between legal and business technology platforms.

These technical challenges are compounded by organisational ones. A third of GCs say change management and adoption are holding them back. Others cite a lack of executive understanding of how legal data adds value, or simply not having the time and skills needed to build a business case for new tech.

Legal’s role is changing, and Irish GCs know it. They’re not just being asked to advise or protect. They’re being asked to drive, shape and lead.

That means making legal leaner, faster and more connected to the business. It means turning risk into foresight, compliance into capability, and strategy into execution.

To do that, legal leaders need to:

• Rebuild how the function works—with agility, data and resilience built in
• Put legal at the heart of risk and decision-making
• Use sourcing to unlock speed, skill and scale
• Digitise with purpose—and measure what matters
• Build a culture where legal professionals want to stay, grow and lead

This isn’t just about catching up. It’s about taking the lead. The future won’t wait. And neither should legal.

Conclusion

Irish GCs are at a real turning point. They’ve earned their seat at the table through expertise, judgement and the ability to stay calm under pressure. Now, more than ever, their role is expanding—and rightly so.

But with that comes the hard part: making change happen in teams that are already stretched, dealing with legacy systems, rising expectations and limited time.

The 2025 EY Law General Counsel Study shows that most GCs know what needs to change—and they’re ready to get moving. The challenge now is turning that intent into action.

Irish GCs don’t need convincing—they need the breathing space, backing and tools to make progress stick.

This is the moment to shift from good intentions to real change.

Summary

The future of legal in Ireland depends on GCs stepping up, taking charge, and transforming their departments into agile, effective teams that can tackle whatever comes next. It's about making real changes that drive value and support the broader goals of the organisation. The opportunity is there—it's time to seize it.

Methodology

The quantitative survey in the 2025 study includes responses from 1,000 General Counsel and Chief Legal Officers including 30 Irish respondents across 21 countries.