An interview with Abderezzak Bakhat, Legal Manager at Forvis Mazara in Morocco.
In what ways do you see the role of the GC changing over the next 5–10 years?
Over the next 5–10 years, the role of the General Counsel will continue to expand as economies increasingly rely on technology-driven business models. As technological companies gain systemic importance, their operational, regulatory, and societal impact grows accordingly. The rapid and widespread deployment of artificial intelligence, across both small enterprises and large multinational groups, has profoundly reshaped not only what companies produce, but how they operate. AI is now embedded within business value chains, enhancing the capabilities of operational and support functions while creating new sources of value and risk. This transformation significantly redefines the GC’s role. Beyond ensuring compliance with traditional legal frameworks, GCs must now oversee compliance with fast-evolving regulatory regimes specifically designed to address AI and data-driven activities, such as the EU AI Act, DORA regulation, etc. This shift requires GCs to remain fully up to date with regulatory developments while developing deep expertise in AI-related legal risks, particularly those linked to data governance, accountability, and regulatory resilience.
How do you foster innovation and agility within your legal team?
Fostering innovation and agility within a legal team requires moving beyond purely traditional management models, which are no longer sustainable in an environment shaped by rapid technological evolution, particularly in AI. A key priority is the upskilling of junior lawyers and interns, enabling them to quickly build core legal and operational capabilities, gain autonomy, and effectively support senior team members and the General Counsel. This requires clear organisation, well-defined processes, and transparent internal rules, which are non-negotiable to ensure efficiency, consistency, and the elimination of wasted effort in legal delivery. At the same time, legal leadership must evolve toward what can be described as “digital leadership”, grounded in classical leadership principles but adapted to a fully digitised corporate environment. While legal work does not naturally lend itself to pure agile frameworks, selectively adopting management practices inspired by technology and engineering teams, such as iterative work cycles, prioritisation of high-impact tasks, continuous feedback, and cross-functional collaboration can significantly enhance responsiveness, quality, and innovation within legal teams.
What qualities do you believe distinguish truly impactful GCs from good ones?
Truly impactful General Counsels are distinguished by their ability to challenge established ways of operating and to reframe the legal function as a driver of value rather than a constraint. Beyond safeguarding compliance and managing traditional legal exposures: such as disputes with customers, suppliers or other third parties, impactful GCs act as genuine business enablers. They operate alongside business leaders as peers, helping them move faster by identifying legally sound pathways through complex regulatory and operational environments.
Rather than defaulting to risk avoidance or a “no” posture, impactful GCs focus on solution-oriented advice, translating legal constraints into actionable options that allow the business to adapt, innovate, and scale. This approach ensures that decision-makers clearly recognise the GC’s contribution to growth, resilience, and long-term strategic positioning, positioning the legal function as an integral part of business development rather than a purely defensive role.
