General counsel are under greater pressure than ever to add value to their entity by integrating their legal and industry expertise—deeply and early—into their organization’s strategic business decision-making. GCs’ access to and potential influence on the board is at an all-time high.  Meanwhile, they are severely time constrained and facing an overload of information—mainly, what they consider to be generic spam from their outside lawyers.

How can law firms cut through the noise to offer truly critical insights that help clients anticipate and address the highest-value problems?