The session, moderated by Andrej Savin, Professor of Information Technology Law at Copenhagen Business School, explored the growing need for lawyers to develop a strong understanding of business. The discussion reframed the core question: not only why lawyers must understand business, but equally why businesses must embed legal thinking into their operations from the outset.

From Reactive Law to Embedded Value

Savin emphasised a fundamental shift in how legal expertise is positioned. Traditionally, law has been reactive, engaged when problems arise. Increasingly, organisations are recognising the value of integrating legal insight at the earliest stages of decision-making. This is particularly evident in areas such as AI deployment, where failure to consider legal implications upfront can lead to significant downstream risks.

Law, therefore, is evolving from a compliance checkpoint into a core component of value creation. Businesses that embed legal thinking early are better equipped to innovate responsibly and sustainably.

Changing Demands on Legal Professionals

The legal profession is becoming more specialised and commercially oriented. Savin highlighted the growing demand for lawyers who can operate beyond litigation, particularly in areas such as compliance, procurement, strategic contracting, and regulatory strategy. These roles require not only legal expertise but also an understanding of how organisations function and create value.

At the same time, employers are seeking individuals who demonstrate commercial awareness, problem-solving ability, and adaptability. Legal knowledge alone is no longer sufficient; it must be complemented by a broader business perspective.

Rethinking Legal Education

A central theme of the session was the need to reassess how law is taught. Savin described alternative educational models, such as the long-standing International Business and Law programme at Copenhagen Business School, which integrates legal training with economics, strategy, and industry engagement.

These programmes respond to market demand by preparing graduates for roles outside traditional legal practice. Key features include:

• Strong interdisciplinary foundations (law, economics, strategy)
• Close collaboration with industry
• Practical exposure through internships and real-world projects
• Specialisation aligned with market needs

However, contributors also cautioned against diluting legal rigour. Even in interdisciplinary programmes, a solid grounding in law remains essential, particularly in an era where lawyers must evaluate outputs generated by AI systems.

Bridging Academia and Practice

Early exposure to real-world environments was identified as critical. Internships, practitioner-led teaching, and business-oriented case studies all help students develop commercial awareness. Savin noted that organisations are often willing to engage with students, both to address real challenges and to identify future talent.

Case-based learning, especially when reframed from a business perspective, was highlighted as an effective method for linking legal principles to practical outcomes.

The Impact of AI on the Profession

AI is reshaping the legal landscape by automating routine, “pedestrian” tasks. While this increases efficiency, it also raises the bar for legal professionals. Lawyers must now focus on higher-value activities, interpreting, advising, and exercising judgment while maintaining the ability to critically assess AI-generated outputs.

This reinforces the importance of both deep legal knowledge and broader business understanding.

Law as a Strategic Asset

The discussion concluded with a forward-looking perspective: law should not be seen merely as a constraint but as a strategic asset. Organisations that integrate legal expertise at the board level and across functions are better positioned to manage risk, ensure compliance, and create competitive advantage.

In-house counsel, in particular, play a pivotal role as coordinators across departments, linking legal considerations with technical, financial, and operational decision-making.

Key Takeaways

• Legal expertise must be integrated into business strategy from the outset.
• The profession is shifting towards roles that combine legal, commercial, and strategic skills.
• Legal education must evolve to reflect these changing demands while maintaining rigour.
• Practical experience and industry engagement are essential for developing commercial awareness.
• AI is transforming legal work, increasing the importance of judgment and critical thinking.
• Law can and should be a driver of value, not just a mechanism for managing risk.