Conclusion and Recommendations

• Two Markets, Two Strategies

• The Data Imperative
• Recommendations for 2026

The Data Imperative

Legal departments are becoming data-driven by necessity. Whether it’s benchmarking external counsel, forecasting spend or tracking internal performance, IHC are applying data to sharpen decision-making and justify investment.

In the US, this is most visible in the use of data for resource optimisation and risk management. In the UK, it’s tied more closely to pricing strategy and partner evaluation.

The harnessing of data as a tool for risk mitigation reflects a wider trend noted in the market. Gartner’s 2025 Legal Trends research found that 63% of legal leaders prioritise improving their approach to managing third-party risk and the extended enterprise. Cyber-risk management, AI governance and AI opportunities were also highly rated by IHC in that survey, again echoing the results of our blind industry study in which technology and innovation are top strategic priorities.

Conclusion

Two Markets, Two Strategies

IHC in the US and UK are responding to a set of similar pressures including cost control, talent retention and reputational risk. American legal leaders are narrowing their focus to technology and performance optimisation to drive measurable outcomes. UK IHC, meanwhile, are balancing a broader set of priorities alongside technology, from ESG and compliance to client experience and profitability. These differences may reflect not just market conditions, but how legal teams are positioned within the wider business.

Yet across both jurisdictions, one theme is clear: IHC scope is expanding. Whether operating from New York, London or elsewhere in the two territories, legal leaders are called on for more than just advice — they’re expected to deliver impact. In response, in-house teams on both sides of the Atlantic are deploying legal data and rankings as part of their toolkit, albeit with slightly different approaches and emphasis.

2

Invest in Technological Innovation

5

Build Data Skills into Your Talent Strategy

Recommendations for 2026

1

Integrate Legal Data into Processes

Harness data to drive decisions. That means tracking team output, evaluating external counsel, forecasting spend and identifying risk trends. IHC should ensure their data tools connect with wider business systems so legal performance is visible and comparable across departments. Aim to make legal metrics part of everyday planning, not just end-of-year reviews.

3

Analyse Performance and Resource Efficiency

4

Harness Legal Rankings for Search and Validation

From automating contract workflows to enabling remote collaboration, the right tools can reduce manual work and improve consistency. IHC should prioritise platforms that integrate with finance, HR and compliance, and that support matter tracking, document intelligence and AI-assisted triage. The focus should be on tools that save time and support better decisions.

Rankings are increasingly used to support hiring, panel refreshes and performance reviews. IHC should use them to identify new counsel, validate existing relationships and spot emerging talent for in-house roles. When combined with internal performance data, rankings offer a credible way to justify decisions and reduce risk. They’re not just about reputation — they’re part of the operational toolkit.

Show how legal spend translates into business value. Benchmark internal teams and external partners. Use data to assess responsiveness, output and strategic contribution. Identify where resources are stretched or underused and adjust accordingly. This helps legal leaders allocate budget more effectively and make the case for investment.

As legal work becomes more data-driven and tech-enabled, invest in building analytical and digital fluency across teams. This is about future-proofing and creating a culture of growth, adaptability and impact. Retain and develop legal talent through targeted upskilling, flexible models and clear career pathways.

In an environment defined by complexity and change, the ability to combine legal judgement with operational clarity will set the next generation of leaders apart.

Seize the Competitive Advantage

As the role of senior IHC continues to evolve, the advantage lies with those who can connect the dots — between data, talent, technology and trusted external insight.

Legal leaders who use rankings to make informed choices, apply data to improve performance and adopt innovative technology that scales with the business are already reshaping how legal teams operate. But it’s not just about systems — it’s also about mindset. The challenges and opportunities of the evolving legal landscape call for IHC to stay curious, build influence across functions and make data-driven decisions that stand up to organisational scrutiny.

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