Last summer, Financial Times general counsel Tim Bratton hired a meeting room for two days in a building around the corner from the daily business newspaper’s Southwark, London, headquarters. “I wanted the legal team to take a few days out of the office together in order to have an inward look at the way we function,” he said. During those few days Bratton and the six lawyers who report to him “questioned every step of the in-house legal process.”
The result was a number of changes, including the drafting of a formal statement of the legal team’s objectives which their service can be measured against, the introduction of questionnaires for internal clients to fill out upon completion of a job and the creation of an internal legal blog to share information. “It was some of the most valuable time I spent at work last year,” said Bratton, 38, of those four days, which also saw the general counsel of a leading bank come in to share his experiences with the team.
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