Executive Summary

• Research Aims

• Methodology

• Key Findings

^{Executive Summary}

Senior in-house counsel (IHC) on both sides of the Atlantic are experiencing a period of significant change. From technological disruption and talent strain to rising expectations on client experience and cost control, the in-house legal function is being reshaped — not incrementally, but fundamentally.

This report, based on Chambers and Partners’ recent blind industry study by Momentum, explores how IHC are responding to these pressures and where they are placing strategic bets for 2026.

It reveals a profession in transition: one that is increasingly data-driven, reputation-conscious and focused on delivering measurable value to the business.

Research Aims

To investigate and provide IHC with clear, data-backed insight into how their peers are prioritising, planning and performing.
To highlight practical ways legal data and rankings can be used to support smarter decision-making for senior IHC.

Methodology

This report draws on survey responses from 204 senior IHC across the US and UK, capturing their strategic priorities, operational challenges and use of legal intelligence.

The data reflects a broad cross-section of industries and organisational sizes, offering a representative view of the in-house legal landscape.

The survey was conducted for Chambers in July 2025.

Key findings

Technology and innovation are the top strategic priorities for IHC in both markets (US 41%, UK 37%), signalling a shift toward digital fluency and operational transformation.

Employee development and retention is a critical concern, with 32% of US and 33% of UK IHC citing it as a top priority.

Cost optimisation and profitability remain central, especially in the UK (30%) where compliance and ESG also score highly.

Legal data is now embedded in IHC workflows — used to assess partner performance, forecast spend and support strategic planning.

Law firm rankings are a key tool for external counsel selection, with 76% of US and 80% of UK IHC using Chambers to identify legal experts. In the US, 55% also use rankings to support in-house recruitment.

Conclusion

IHC are adapting to greater influence and leadership. In-house legal teams in the US and UK are increasingly harnessing legal data and reputation signals to make faster, more informed decisions. Teams who push for this strategic clarity and operational agility will be better equipped to address the key priorities identified: technology, talent, cost optimisation and client satisfaction.

Key recommendations for 2026

Integrate legal data into processes
Invest in technological innovation
Analyse performance and resource efficiency
Harness legal rankings for search and validation
Build data skills into your talent strategy