For decades, private practice lawyers were evaluated by the hours they billed, while in-house legal teams were measured by their ability to partner with the business. Yet, these traditional standards no longer reflect the full spectrum of value that modern organisations seek from their legal advisers. As technology transforms workflows, global complexity intensifies, and clients demand both clarity and expertise, the meaning of legal value is evolving. 

On March 18, 2026, Law.com hosted the webinar Beyond the Billable and the Business Partner: Redefining Legal Value in a Global, Digital Era, where a panel of in-house legal leaders shared their perspectives on how legal teams are expected to deliver value in today's workplace. The discussion, moderated by Jessica Seah, Asia Editor at Law.com, featured Marco Chung, Group Head of Legal and Managing Director at CLSA; Amanda Lau, Director - Senior Lead Counsel at Citi Investment Banking; Vincent Ng, General Counsel and Head of Public Affairs at Klook; and Athena Ang, Head of Legal at Hong Kong Technology Venture Company. 

The panel explored how legal departments perceive value today - both internally and in relation to external counsel. They discussed the evolving role of general counsel and in-house lawyers, shaped by geopolitical tensions, economic uncertainty, regulatory complexity across jurisdictions, and the rapid advancement of AI technologies. The conversation also addressed topics such as training, talent development, organisational culture, and shifting expectations for external advisers. 

• In-house lawyers are no longer simply legal specialists; they are expected to be solution-oriented, not just gatekeepers. Today, general counsel connect functions across the organisation and play a crucial role in stakeholder management and building trust. Having a commercial mindset is now a baseline expectation. Legal teams are increasingly involved in strategic decision-making, balancing risk, speed, and commercial objectives. Lawyers must translate legal risks into practical, business-focused guidance rather than abstract legal theory. 

• AI is revolutionising the delivery of legal services - enhancing speed, efficiency, consistency, scalability, and providing faster access to institutional knowledge and prior advice. However, it cannot replace human judgment, persuasive skills, or contextual understanding. Strong governance is essential to prevent errors and misuse. Legal leaders are now architects of institutionalised legal AI, responsible for designing robust systems, playbooks, and decision frameworks.
   

“Speed to business is the new governance”.  

• While core expectations remain, the delivery has evolved: legal departments now provide faster responses, improved prioritisation, and more data-driven, evidence-based advice. There is increasing demand for actionable risk intelligence, organisational learning from previous outcomes, and reliable, scalable legal outputs. 

• Mindset comes before tools - curiosity, adaptability, and a problem-solving attitude are critical. Training priorities now include AI literacy, effective prompt design, verification skills, and understanding AI's limitations and governance. Leaders are expected to set the standard, and hiring increasingly focuses on aptitude, agility, cultural fit, and a willingness to learn beyond conventional legal boundaries. 

• External counsel are now considered one resource among many - alongside AI and internal expertise. Today’s value drivers are insight, foresight, and regulatory credibility, combined with proactive market and regulatory updates and outcome-oriented advice (not hours billed). There is a growing preference for fixed fees and budget certainty, with organisations seeking results rather than billable hours. While AI use by law firms is welcomed, billing models remain an unresolved issue. Nonetheless, external counsel are still prised for specialised skills, such as court advocacy, regulatory engagement, independent validation, and peer benchmarking. 

The panel was also asked to describe what a future-proof legal department looks like. Their key themes were: proactive, collaborative, optimised, equipped with decision-grade risk intelligence, treating legal as a structured, scalable product; prioritising speed to business, agility, and balancing risk with reward; adaptive, solution-driven, and fostering a can-do attitude. 

The conversation about demonstrating legal value in today's workplace will continue at the Leadership in Law Hong Kong Conference on June 10, 2026, at Kowloon Shangri-La.