Australian in-house legal leaders are taking a surprisingly bold approach to the current business climate. Rather than simply cutting costs, General Counsel are strategically investing to strengthen their departments’ resilience and increase their value to the business.

Axiom’s recent global survey of 500 GCs reveals that 83% reported budget increases, with Australian GCs demonstrating particularly innovative approaches to resource allocation. Conducted by Wakefield Research in early 2025, the survey uncovered that Australian GCs have distinctive priorities compared to their global counterparts, particularly in how they approach talent, technology, and business alignment.

A Focus on Flexible Resourcing Models

The most striking finding was Australian GCs’ strong preference for flexible staffing models – 68% of Australian GCs reported prioritising flexible staffing options – significantly higher than other regions surveyed.

Australian GCs are creating hybrid teams of permanent staff augmented by on-demand legal experts who can flex with business demands. This sophisticated approach to talent deployment allows legal departments to adapt quickly to changing business needs without compromising quality.

This is a pragmatic approach in the current business environment. With headcount freezes becoming commonplace yet workloads continuing to grow, Australian legal teams are finding that strategic use of flexible talent allows them to maintain quality while managing costs effectively.

The Talent-First Approach to AI Implementation

Australian GCs stand out in another key area: their approach to AI integration. While legal departments globally reported that AI influences 38% of decisions, Australian leaders uniquely measured AI success by business impact (48%) rather than just efficiency metrics.

Successful AI implementation depends on having the right legal talent to lead transformation efforts. The professionals who can shape processes and provide the judgement AI can’t are the true differentiators in technology adoption.

The survey also revealed most legal departments lack sufficient resources for emerging areas like AI, with 70% reporting inadequate training on AI for legal work. Australian GCs are addressing this by developing specialised teams with both legal and technological expertise, recognising that AI implementation is fundamentally a talent challenge rather than just a technology issue.

Business Alignment as Non-Negotiable

The third standout trend among Australian GCs is their emphasis on business alignment. Legal departments are increasingly measured not just on legal acumen but on measurable business value. Australian legal leaders are responding by investing in professional development (47%) and demonstrating value (47%) at rates higher than many global counterparts.

This focus on business impact reflects a maturation of the in-house role in Australia. Legal leaders who thrive in this environment are those who embrace innovation, foster collaboration, and build teams that align with broader organisational objectives at every level.

Building Resilience Through Strategic Investment

These three priorities – flexible resourcing, talent-led AI implementation, and business alignment – form a coherent strategy for Australian GCs looking to future-proof their departments.

By investing in the right talent models, including on-demand expertise in specialised areas; approaching AI as a people challenge rather than just a technology one; and ensuring legal strategies align with business objectives, Australian GCs are positioning themselves not just to weather uncertainty but to thrive through it.

Economic pressures continue and regulatory demands increase, yet this approach creates legal departments that can absorb shocks to the system while maintaining focus on strategic priorities. The most successful Australian legal leaders in 2025 will be those who view uncertainty not as a threat but as an opportunity to demonstrate their value through agility, expertise, and business impact.

Click here to view the full report, “Investing For Uncertainty: How GCs Are Building Resilient Legal Departments in 2025.”