The study reports on the digital investments made by legal departments to increase their influence in corporate governance: which families of use cases are now becoming the norm in major legal departments? What are the promising areas of recent innovation (chatbots, collaborative reporting tools, automated reading of contracts, etc.)? What are the obstacles and barriers to transformation?

One of the aims of the study is to analyse the ways in which the legal directors interviewed (CAC 40 / SBF 120) are portrayed as role models in this performance-enhancing transformation. A typical profile emerges, highlighting the cultural transformation challenges facing legal departments as a whole, the first family of obstacles identified by the panel.

Are legal leaders embracing this disruptive innovation? How do they fit in with current tools? Does the potential outweigh the risks? The study shows the diversity of attitudes to this innovation.