As a long-term observer of the legal profession, I view the development of GCs with an oxymoronic mix of admiration and cynicism. Admiration because common claims about the dramatic improvements in the calibre and size of the talent pool in the in-house profession are that rarest of beasts: a received wisdom that turns out on inspection to be largely true. Cynicism because those strides are often mixed with unwillingness to tackle the ethical and practical implications that come with increased clout.
Neither does much commentary account for the complex, love-hate relationship between GCs and law firms or the powerful impact of the career incentives that in-house counsel face on the development of the legal industry.
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