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This monthly series, now in its second year, examines how the legal ecosystem is using new technologies and techniques to serve the fast-changing needs of business. Part 2: Generative AI and drafting contracts. The series culminates in November
Generative systems can speed up contract review and spot irregularities, but will most likely work alongside lawyers
We look into an off-radar but influential self-management movement. Plus the Office Therapy advice column.
Charting the rise of the influencing industry and how experts could make better leaders
The actions of one Indian official are a guide to what not to do when in a panic
Finance director merry-go-round is spinning faster than chief executive carousel
The average age of chief executives is falling — but that isn’t necessarily a bad thing
The FT has spoken to managers about their own work practices and their views on legislation to protect workers’ time
Recognition grows of the beneficial qualities of neurodiverse conditions
Companies seek chief legal officers with an ability to assess geopolitical risk
Research supports business case for investing in worker wellbeing
Managers must take time to help ease the anxieties of a Covid generation
Managing mindfully is increasingly on the curriculum as business schools explore unusual approaches to leadership
As large-scale firing becomes standard business practice, researchers are finding unexpected consequences
Keep questions non-judgmental, do not make assumptions, do recognise boundaries
Stanford academic argues your choice of life partner could be your most important professional decision
CEOs’ responses to any epidemic of loneliness must focus first on their own people
How to innovate without displacing industries and ways to supercharge your work life
CBI scandal has prompted business leaders to re-examine their culture and treatment of staff
Juniors in professional services face notoriously competitive and high pressure environments
Employers are using personality assessments to resolve disputes and diversify their workforce
Moves to carve out a layer of staff aim to speed up decisions but could leave a talent gap
Bosses don’t have to swear and shout to undermine or intimidate their staff
Research tells us what works — and what doesn’t — in terms of engaging staff, at home and in person
From learning to recognise the sources of ‘microstress’ to cultivating your networks for the long haul
International Edition
