Leading Through Change, Technology, and Uncertainty - Part 3

Beyond the Legal Function: Leading Transformation, Culture, and Business Strategy

The role of today’s legal leader extends far beyond governance and risk management. Increasingly, the most influential executives are those who can combine legal expertise with commercial acumen, cultural intelligence, and the ability to drive transformation across complex global organizations.

In this conversation, Anna Jacobs, Senior Partner and Head of the Legal Practice at Page Executive US, speaks with Banke Odunaike, a Global Executive Leader whose career has evolved from senior legal leadership into broader enterprise roles spanning operations, culture, talent, and business transformation.

Throughout her career at CBRE, Banke partnered with senior leadership to oversee a multi-billion-dollar global platform, shaping organizational strategy, operational excellence, and long-term growth initiatives across international markets.

Drawing on her experience as General Counsel, Chief Culture Officer, and Global Executive Committee member, Banke shares valuable insights on leadership beyond the legal function, building trust as a strategic business partner, navigating global careers, leading through change, and embracing the opportunities and challenges presented by AI and organizational transformation.

In this interview, she reflects on the pivotal moments that shaped her leadership journey and offers practical advice for legal executives aspiring to broaden their impact and lead at the highest levels of business. 

Anna Jacobs: Throughout your career, you’ve worked across different cultures, geographies, and business environments. How have these experiences shaped your leadership style and your ability to build trust and influence across diverse teams?

Banke Odunaike: I’ve learned that trust is built by understanding different perspectives, respecting cultural nuance, and adapting how you communicate and engage, all without compromising your core values.

There were times I had to be a diplomat, an “ambassador of peace” of sorts, particularly when translating global initiatives down to the regional or local level.

I also learned to manage upward: surfacing insights and flagging blind spots that naturally come with holding a global mandate.

I’ve had to become an effective conduit of instruction, which takes the fortitude to push back on unreasonable demands while staying genuinely open to other viewpoints. Active listening is fundamental here; it’s what creates the space for diverse perspectives to be heard and valued.

I’ve found that trust gets built the moment people feel heard, respected, and understood, no matter where they sit or what role they hold.

Leading diverse teams has also sharpened my ability to influence without leaning on authority alone.

At the end of the day, it’s authenticity, consistency, and integrity that have allowed me to build strong cross-functional relationships, foster real collaboration across boundaries, and deliver outcomes that last.

Anna Jacobs: AI is transforming the way organizations operate. How is it impacting  business today, and what opportunities and challenges do you see for legal leaders in helping organizations navigate this change?

Banke Odunaike: AI is a genuine opportunity for legal leaders to step beyond the traditional role of risk manager and become real strategic partners to the business.

Used well, it improves productivity, sharpens decision-making, and opens entirely new ways to deliver value to customers and employees.

I have heard this referred to as the “Iron Man effect”: Tony Stark wasn’t a great superhero on his own. He was a great superhero because JARVIS, FRIDAY, and EDITH made him better.

At the same time, AI brings real challenges: governance, privacy, intellectual property, bias, regulatory compliance, and ethical use, all evolving faster than most organizations can keep pace with.

This is exactly where legal leaders need to show up: helping organizations find the right balance between innovation and responsibility.

Anna Jacobs: Every leadership journey includes defining moments of change. Looking back, which transition had the greatest impact on your career, and what did it teach you about leading through uncertainty and growth?

Banke Odunaike: The transition that had the greatest impact on my career was the pivot from legal leadership into the Chief Culture Officer role.

It meant moving from advising the business primarily through a legal and risk lens to leading work that directly shaped employee, partner, and client experience, leadership effectiveness, organizational culture, and ultimately business performance.

Lawyers are trained to analyze issues, manage risk, and give clear guidance in complicated situations.

Stepping into the Chief Culture Officer role, I quickly realized that many of the challenges ahead of me had no roadmap at all.

Questions about culture, engagement, change management, and leadership effectiveness rarely have one right answer, especially through a global lens.

I had to build a different set of leadership muscles.

Success was no longer just about the quality of my advice; it was about my ability to influence behavior, inspire trust, and create the conditions for people to do their best work.

The role also taught me how to lead through real organizational change: restructuring, geopolitical disruption, and transformation initiatives.

What I learned is that people don’t need their leaders to have every answer. They need leaders who are reasonably transparent, consistent, and willing to communicate openly even while the path forward is still taking shape.

Growth tends to happen outside of your comfort zone.

My path from legal leader to Chief Culture Officer reinforced, for me, just how much adaptability, continuous learning, and putting people at the center of every decision really matter.

Key Takeaways

• Trust is built through listening, authenticity, and cultural intelligence.
• AI creates opportunities for legal leaders to become strategic business partners.
• Effective leadership during uncertainty requires transparency and consistency.
• Growth and transformation happen when leaders embrace change and continue learning.