48 THE US-ISRAEL | Legal Review 2025/26 communication, often through tools such as WhatsApp rather than lengthy email exchanges. In practice, this means international counsel must adapt to a faster communication rhythm. When a GC needs advice, they often expect an answer quickly and in a practical form. Cost also remains an important factor. Israeli companies tend to manage legal budgets carefully and often combine different firms depending on the issue. For example, they may instruct specialist boutiques for litigation or employment matters while working with larger firms for cross-border transactions. They tend to not have a problem hiring a few firms for a few different topics. Geographic presence can also influence decision-making. A firm with a point of presence is helpful. It is not a deal breaker but can be an additional convenience. Beyond pricing and service levels, how do Israeli GCs measure value from external counsel? Nira: Quality remains the primary measure of value. Israeli GCs assess whether external counsel provides clear, practical advice that solves the problem at hand. They also look at how well firms match the scale of the issue. For smaller matters, companies may prefer to work with specialist or mid-sized firms that offer focused advice. For complex or high-stakes issues, they may turn to larger international firms with deeper resources. Another aspect of value involves connectivity. GCs often rely on their external counsel to introduce them to trusted lawyers in other jurisdictions when a new issue arises. The ability to recommend reliable counterparts across different territories therefore carries real weight. What do international firms often misunderstand about Israeli companies or GCs? Nira: Israeli business culture aligns quite naturally with the United States. Many Israeli executives feel comfortable working with American counterparts and operate within a similar commercial mindset. European firms sometimes encounter more cultural distance. Communication styles, expectations around responsiveness, and interpretations of business language can differ. For example, a simple “yes” may carry different meanings depending on context and culture. At the ACC, we have often run workshops and webinars to help bridge these cultural differences. Greater awareness of these nuances can improve collaboration significantly. How can international lawyers bridge cultural gaps when working with Israeli GCs? Nira: Experience plays the decisive role. Senior GCs who work in global companies often adapt naturally to different legal and business cultures because they have encountered them repeatedly throughout their careers. No academic training can fully replicate that experience. Lawyers develop this understanding over time by working across jurisdictions, engaging with different teams, and learning how business decisions unfold in practice. Technology and AI tools may assist with research or drafting, but they cannot replace the judgment that lawyers develop through years of cross-border work. Which regulatory issues are likely to dominate the agenda for Israeli GCs over the next 12–18 months? Nira: Several themes already command close attention. Artificial intelligence regulation will continue to shape corporate strategy as governments introduce new frameworks and oversight mechanisms. Antitrust enforcement will also remain important as technology companies expand and regulators examine market concentration more closely. At the same time, geopolitical developments influence many legal decisions. Israeli companies monitor how international tensions affect supply chains, investment flows, and regulatory cooperation. Energy also stands out as an emerging focus. Israeli companies increasingly explore opportunities in renewable energy, alternative energy technologies, and even nuclear energy. Alongside this, the growth of data centers creates new regulatory and infrastructure challenges.
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