In conversation with: Christian Keim, vice president and head of international legal

Team size: Twelve

As we enter the next decade, what skills will a corporate legal team need to succeed in the modern in-house legal world?

First, I would say that business acumen is a core requirement for in-house lawyers. A deep understanding of the business and of the evolving landscape it operates in will remain of central importance. Second, an ability to think through the organisation in terms of how it functions, scales and leverage data and metrics, to recommend efficiency gains and automation, sits at the heart of successful in-house leaders. Third, an ability to influence; by providing our team members with the opportunity to act as program managers in cross-functional business transformation projects with Adobe, they learn the necessary skills to better engage and influence stakeholders in a business context, outside of legal negotiations. Fourth, in a rapidly changing world, being open to change and willing to adapt will be key to success; adopt an agile mindset by approaching change through experimentation, course-correction and viewing setbacks as learning opportunities. Lastly, nurturing an inclusive team with varying backgrounds and perspectives, reflective of the diversity of our customers, enables us to offer better and more creative solutions. This applies not only to the in-house lawyer’s legal advisory role, but also to identifying how to make the business and its operations more efficient and scalable.

How do you suggest in-house lawyers build strong relationships with business partners?

I would start by mentioning the importance of being business focused, as it enables the in-house lawyer to be seen as a trusted adviser on both legal and commercial matters. This will increase the presence of our expertise in strategic business decisions, and mean we are not only confined to advising on legal matters. Additionally, participating in business discussions is key. As such, in-house lawyers need to get out there and meet the business leaders and stakeholders to understand their challenges and priorities. Talking the language of the business is what will turn a legal team into a business partner that can be trusted and whose opinion is sought after for more than pure legal guidance.

I would also say that taking stock of a situation quickly and being able to assess risk on the fly is a critical skill to be able to offer creative solutions swiftly. Embracing change has become very important, especially in a world dominated by disruptive technologies, human crises and changing geopolitical environments. Staying ahead of impending legislation and regulation that could impact go-to-market remains an ever-increasing challenge when operating in a multi-jurisdictional environment.

Finally, remaining a beacon of trust. Credibility and authenticity ensure the business knows it can rely upon the advice it receives from the legal team, no matter what the circumstances it faces.