The inaugural InterLaw Diversity Forum Business Services Summit, hosted at Weil’s London offices, marked an important moment for the legal sector. For the first time, Business Services professionals from across the industry gathered to examine their collective experiences, articulate shared challenges, and explore what meaningful inclusion looks like for the teams who keep law firms running. Representing IP Inclusive, Anne Burgato attended with a particular interest in how culture, recognition, and career development intersect for Business Services colleagues—an area often overlooked in wider diversity conversations.
A sector ready for honest conversation
At the heart of the Summit was the launch of new survey data capturing the views of hundreds of Business Services professionals across departments, seniority levels, and firm types. The findings were striking. On the surface, respect appears strong: 84% of respondents agreed that their immediate colleagues treat them with respect. Yet this number drops to 71% when asked about respect from lawyers, and 20% reported that exclusionary or disrespectful behaviour is tolerated within their organisation. These figures reveal a subtle but persistent gap between interpersonal respect and structural value—one that shaped much of the day’s discussion.
The most powerful insight came from the data on the ‘Us & Them’ divide. A significant 62% of participants agreed that such a divide exists between lawyers and Business Services, and 52% reported hearing terms like “non-lawyer”, “non-fee earner”, or “staff” used to describe them. These labels, seemingly innocuous to some, reinforce hierarchy and diminish the professional identity of Business Services colleagues. They also correlate strongly with reduced feelings of belonging, lower perceived value, and limited access to opportunity.
The gap between respect and value
This divide was explored in depth during the first panel on Recognition, Value, and Strategic Contribution. Speakers highlighted a central tension: Business Services professionals often feel respected as individuals, yet undervalued in terms of strategic contribution. The survey showed that 62% believe they could add more value if given the opportunity, but only 39% feel they have fair access to career-enhancing opportunities. The message was clear—talent is present, ambition is present, but opportunity is not evenly distributed.
The discussion emphasised that Business Services teams bring immediate diversity of thought, background, and expertise. They are not simply support functions; they are specialists in operations, technology, risk, finance, knowledge, innovation, and client experience. Yet traditional legal hierarchies continue to centre lawyers as the default decision-makers. One analogy captured this perfectly: lawyers may be the drivers of the car, but without those who build, maintain, and optimise the vehicle, the journey would not be possible. Visibility, therefore, is not about self-promotion—it is about ensuring that the full ecosystem of expertise is recognised and utilised.
Culture, behaviour and the power of everyday interactions
The second theme, Firm Culture and Inclusive Norms, explored how everyday behaviours shape workplace experience. Respect emerged as a strength, but inconsistent behaviour—particularly rudeness or dismissiveness—was repeatedly cited in free-text comments in the survey. The panel challenged the notion that high pressure justifies poor behaviour. Instead, they argued that consistent politeness and appreciation directly influence willingness to collaborate and go above and beyond. Speaking up about poor behaviour remains difficult, especially for PA and Secretarial colleagues, where only 21% feel comfortable raising concerns. Fear of consequences, damaging relationships, or becoming a target were common barriers. The conversation highlighted the importance of allyship, transparent HR processes, and embedding respect into performance frameworks.
Survey responses to the statement “Exclusionary or disrespectful behaviour is not tolerated in my organisation” revealed a clear disparity. Women, ethnic minorities, LGBTQI+ colleagues, and people with disabilities or neurodiversities were significantly less likely to agree with the statement. This gap suggests that while organisations may believe they are fostering respectful cultures, many individuals from under‑represented groups are still experiencing – or anticipating – behaviours that make them feel less safe, less valued, or less protected. It’s an important reminder that policies alone don’t create inclusion; people’s lived experiences do.
Visibility and career development: beyond promotion
The final theme, Visibility, Value, and Career Development, addressed one of the most complex issues: progression. Only 24% of respondents felt that career pathways for Business Services roles are clear and transparent. Partnership structures, inconsistent job titles, and limited senior roles create structural barriers. The panel encouraged a shift in mindset—from viewing progression solely as promotion to recognising the value of “little t” transformation: secondments, mentoring, upskilling, and expanding the scope of existing roles. They also explored how AI is reshaping roles, creating efficiency gaps but also freeing time for innovation. The challenge is to ensure Business Services professionals take the opportunity to use that time strategically, not simply to absorb more operational work.
Key Insights: Culture, Recognition, and the Future of Business Services
Across all sessions, several themes emerged consistently:
- The Us & Them divide remains a significant cultural barrier.
- Business Services contributions are often invisible, despite being essential.
- Leadership recognition is inconsistent—only 14% strongly agreed that leaders actively promote Business Services value.
- Career pathways lack clarity, transparency, and consistency.
- Language matters: dropping “non-lawyer” and adopting “one team” language is a simple but powerful shift.
The Summit did more than present data; it created a space for honest reflection and collective ambition. It highlighted that Business Services professionals are not overheads—they are experts driving innovation, profitability, client experience, digital transformation, and operational resilience. Firms that recognise this, involve Business Services earlier, and give them genuine voice in decision-making will outperform those that do not.
What this means for IP Inclusive
Business Services teams are diverse, skilled and ambitious. They are central to how firms innovate, manage risk, deliver for clients and adapt to change. Ensuring they feel valued, heard and supported is not only an inclusion imperative—it is a strategic one.
The inaugural Business Services Summit was a powerful first step. The challenge now is ensuring that the insights shared translate into action, accountability, and lasting cultural change.
We can help by:
- amplifying Business Services voices
- challenging exclusionary language and norms
- supporting leadership to recognise and champion Business Services expertise
- promoting transparent, equitable career pathways
- creating spaces where Business Services professionals can share experiences and build community
Since December 2025, IP Inclusive has been collaborating with a fantastic group of Business Services professionals to build a new community dedicated to championing and connecting people in these roles. They’ve already delivered three well‑received events, with another three lined up for later this year—proof of the energy and commitment behind this initiative.
To stay connected with their work and hear about upcoming opportunities, you can join their mailing list and follow the community on LinkedIn.