NEW DELHI, March 20, 2026 – Across global markets, the role of the General Counsel has evolved into one of the most critical leadership positions within organisations, sitting at the intersection of strategy, governance and risk. In India, this shift is gaining momentum, even as questions around recognition, regulatory complexity and technological transformation continue to shape the future of in-house legal functions.
In a conversation with AsiaBizToday, C.V. Raghu, President and Founding Member of the General Counsel’s Association of India (GCAI), discusses how India’s legal ecosystem is evolving, the challenges faced by in-house counsels, and why the next generation of General Counsels must combine legal expertise with business acumen, technological awareness and ethical leadership.
ABT: You’ve founded the General Counsel’s Association of India at a time when the role of in-house counsel is rapidly evolving. What was the core vision behind establishing GCAI, and how do you see the association shaping the future of corporate legal leadership in India?
RAGHU: The establishment of the General Counsel’s Association of India (GCAI) was driven by the recognition that the role of the General Counsel has evolved significantly and must be acknowledged as a distinct and critical area of legal practice. This reflects the clear shift in how in-house legal functions operate across India Inc. today.
GCAI represents the collective voice of general counsels in India, positioning them as strategic partners to CEOs, governance stewards to boards, and central contributors to compliance and risk frameworks. Recognising this role strengthens corporate governance across India Inc., with GCAI serving as a unified platform representing in-house legal counsel from leading organisations.
Despite performing core legal functions comparable to practising advocates, including drafting complex documentation, preparing pleadings, and advising on critical corporate, regulatory and tax matters, in-house counsels in India do not yet enjoy the same statutory rights and protections as litigators. GCAI is actively advocating for formal recognition of General Counsels and the extension of essential protections, particularly in areas such as attorney-client privilege and professional confidentiality.
Looking ahead, our focus remains clear: building future-ready capabilities, driving policy advocacy, strengthening global integration, and securing recognition that reflects the strategic importance of General Counsels as key guardians of corporate integrity.
ABT: How does India’s in-house legal ecosystem compare with global markets such as the US, UK, or Singapore?
RAGHU: India’s in-house legal ecosystem has matured significantly over the past decade. While markets such as the US and UK have long embedded the General Counsel role within boardroom strategy, India is rapidly catching up.
A key difference lies in the level of institutional recognition and protection. In mature markets, General Counsels play a central role in enterprise risk, compliance architecture, and even corporate diplomacy. Jurisdictions such as the UK, US, Singapore and Australia provide strong professional protections for in-house legal professionals. India must move towards similar standards, particularly in relation to privilege and formal recognition within the legal framework.
While the strategic shift is underway in India, some organisations still perceive legal as a support function rather than a leadership role. However, Indian General Counsels operate within one of the most complex regulatory environments globally, making them highly adaptive, commercially aware and resilient. With increasing globalisation, Indian in-house leaders are becoming more aligned with international governance standards and practices.
ABT: India Inc. is navigating increasing regulatory complexity, from data protection laws to ESG disclosures. Are companies adequately prepared, or do you see significant governance gaps?
RAGHU: India Inc. is undoubtedly navigating a period of expanding regulatory complexity, spanning data protection, competition law, ESG disclosures and sector-specific compliance requirements. While large corporations and multinational entities are relatively well prepared, governance gaps remain, particularly among mid-sized and fast-scaling companies.
The infrastructure required to support these regulations, such as automated data tracking, supply chain transparency and robust ESG reporting systems, is still evolving. Compliance is often treated as a checklist exercise rather than being embedded within enterprise risk culture.
The shift must be from reactive compliance to proactive governance. Boards must recognise that regulatory risk directly impacts brand equity, investor confidence and long-term sustainability. General Counsels play a critical role in embedding compliance and ethical leadership into the organisational DNA, rather than treating it as a post-facto safeguard.
ABT: How is artificial intelligence reshaping in-house legal departments? Are Indian GCs embracing legal tech at the pace required?
RAGHU: Artificial intelligence is fundamentally transforming legal departments. From contract lifecycle management and due diligence automation to litigation analytics and regulatory monitoring, AI is improving both efficiency and accuracy.
However, adoption in India remains uneven. Larger enterprises are investing in legal technology platforms, while many organisations remain cautious due to cost considerations, change management challenges and data security concerns.
The real opportunity lies in combining automation with strategic augmentation. AI should free legal teams from repetitive tasks, enabling them to focus on risk anticipation, negotiation strategy and business advisory roles. Indian General Counsels must view technology not as an optional upgrade, but as a competitive necessity.
ABT: What advice would you give aspiring lawyers who want to become future General Counsel, and what key competencies should they build?
RAGHU: For aspiring lawyers, the message is clear: do not limit yourself to legal expertise alone. Develop commercial awareness, understand financial statements, study regulatory trends and cultivate strategic thinking.
The future General Counsel must combine legal acumen with business insight, ethical clarity, integrity and strong communication skills. It is also essential to stay informed about emerging technologies such as agentic AI, as well as complex data sovereignty regulations, to effectively navigate evolving global frameworks.
While adherence to regulatory requirements is essential, understanding the intent behind the law is equally important. Embracing the spirit of the law encourages organisations to go beyond compliance and align with broader ethical and societal expectations.
Emotional intelligence is another critical capability. The ability to influence without authority, manage crises calmly and guide boards through uncertainty will define effective legal leadership. The legal profession is evolving rapidly, and those who continuously learn, adapt and think beyond statutes will emerge as true corporate leaders.