This focus helped Morton Fraser to effect a major commercial transition that has proven to benefit both staff and clients – and which is now driving success into 2021.

The strategy has at every step been scrutinised by the firm’s Board, ensuring the integrity and ethos of the business is always aligned with decision-making.

In fact, CEO Chris Harte feels that additional scrutiny was vital to ensure the right decisions were made. “When difficult decisions were needed, we were guided by the underlying principles of our firm,” he said. “We are committed to clarity in all our dealings, but we also wanted to support staff and the wider public effort to tackle the virus. We have always supported the communities we serve – and we wanted to continue to do that.”

The Covid-19 pandemic tested Morton Fraser’s wider governance structures, as it has most businesses. Morton Fraser chose to use its Incident Management Team as the main vehicle for managing the immediate operational impacts of the virus. “Our colleagues took a lot of reassurance from the fact that the Incident Management Team was meeting every morning,” continues Harte. “We reviewed what was happening across the firm with the aim of maintaining business continuity.”

Communication has played an ongoing role in Morton Fraser’s response to the pandemic. Being clear and consistent with all stakeholders has been a constant priority. Part of the process has involved specialist corporate communications support from PR firm Grayling. “The pandemic has forced us all to evaluate our decisions and to assess the risks and opportunities presented by change,” added Harte. “Grayling has that objective perspective and provides intelligence from the business and political communities, which has been invaluable. In fact, if I could go back to March and do it again, I would communicate even more.”

Corporate governance has been a factor throughout all change at Morton Fraser. Commercial adaptations at the firm included a swift transition of its entire business to remote working; evolving services to accommodate the many different ways of working now expected of its team; offering virtual secondments to embed legal specialists in client teams temporarily; anticipating future needs and feeding into wider business strategies; and investing in digital platforms to improve network security and the adaptability of the business.

According to Harte, the sudden and heightened role of governance has compelled those in key positions to re-evaluate how to add most value. “Those tasked with governance must understand when to listen and when to intervene. Corporate governance requires a delicate balance to be struck between providing leadership and accepting that knowledge gaps are bound to exist. It needs a substantial dose of humility.”

Beyond its commercial operations, Morton Fraser invested heavily in staff wellbeing. It signed up to the Mindful Business Charter; introduced a payroll saving scheme; and signed up to two wellbeing apps that offer physical and mental health services. It also fast-tracked a £10,000 donation to the charity Children’s First, after the firm’s planned fundraising and staff activities were stymied by lockdown restrictions.

First publsihed in the Scottish Business Insider