Law & Compliance / Explore
Law & Compliance / Explore
Lawyers as Business Partners
A multidisciplinary program that blends legal expertise with business acumen, negotiation, economic reasoning, and behavioral insight, practiced in AI-driven simulations.
01 / The Solution
Clients and companies no longer want a lawyer who only says what cannot be done. They want a partner who understands the business, weighs risks against opportunities, negotiates, and turns legal analysis into decisions. Law school and practice rarely teach the economics, the psychology, and the business judgment that this role requires.
Lawyers as Business Partners is a multidisciplinary program designed with leading legal and negotiation scholars for in-house legal teams and law firms. Five modules weave law and economics with psychology and behavioral sciences: role modeling, negotiation and advocacy, economic reasoning, psychological acuity, and client centricity. Participants work on their own cases and on scenarios that mirror high-stakes situations, with conversational digital humans playing clients, counterparties, and stakeholders, and feedback on key indicators after every interaction.
Delivered in the classroom, online, or in immersive rooms, in editions of a few days plus practice between sessions. Cases, roles, and scenarios are built with you; confidentiality is guaranteed by design.
02 / How It Works
01
Role modeling
Experienced lawyers and business leaders share how they blend legal expertise with business strategy. Participants dissect cases, their own and from outside, of partnerships between legal teams and business units that worked.
02
Negotiation, advocacy, and economics
Advanced negotiation strategies on the participants’ own cases, including mediation and arbitration; then microeconomics, behavioral economics, and game theory to read market forces and model strategic interactions.
03
Psychological acuity and client centricity
Psychodynamics, cognitive psychology, and neuroscience applied to conflict, persuasion, and decision-making in matrix organizations. A client-centric redesign of legal services, with a Client Performance Indicators plan built by the group.
04
Simulate, get feedback, practice again
Digital humans play a demanding client, a tough counterparty, a stakeholder in a merger, a crisis such as a cyber-attack or a negotiation under duress. They react in real time; feedback on key indicators follows every interaction.