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Carry out a reorganisation without chaos, formal errors or business paralysis

We help employers organise changes to workforce structure, roles, workplace policies and work organisation. We translate a business decision into a safe action plan: which actions to take, in what order, with which documents, and how to communicate it.

Book an organisational restructuring assessment

A reorganisation is rarely only a change in documents. It affects people, responsibilities, costs, communication and the pace at which the company operates.

When there is no plan, the change quickly spreads across HR, managers, the management board and lawyers. Everyone works in parallel, but not always in the same sequence or with the same understanding of risk.

That is why we never start with a legal opinion alone. We start with the business objective, the organisation’s constraints and the risks on the employer’s side. We then structure the process so the company knows what is possible, what requires caution, and how to implement the change without improvisation.

Mateusz Sawaryn

Managing Partner Counsel

Most common problems / challenges

The most common problems we solve

The business decision has been taken, but it is unclear how to implement it The company knows it must change structure, roles or employment costs. What is missing are answers: which legal route to choose, where to start, and how to avoid procedural errors.

We translate the decision into a legal and operational plan: courses of action, the sequence of steps, documents, responsibilities and critical points.

The management board and HR receive a clear implementation path instead of a list of scattered risks.

Delays, conflicting decisions, formal errors and a higher risk of disputes with employees.

HR, managers and the management board work in parallel, but without a single plan A reorganisation involves many people. Without a shared action map, inconsistent messages, incomplete documents and decisions made under pressure appear.

We set the sequence of actions, the roles of process participants and the communication rules between the business, HR and the management board.

Less operational chaos and greater control over how the change unfolds.

The organisation loses pace, and ownership of the process blurs across teams.

The change concerns positions, duties or terms of employment Changes to scopes of duties, reporting structure, place of work, workplace policies or terms of employment require the right legal route and consistent documents.

We separate changes by legal route and prepare the documentation needed to implement them.

The company can carry out the change efficiently, without mixing procedures and without unnecessary downtime.

Incorrect implementation may lead to claims, tension and the need to reorganise the process.

Time pressure is rising, and every delay costs money A reorganisation often stems from a cost crisis, post-transaction integration, a change of business model or the need to organise the structure quickly.

We help quickly assess realistic courses of action and choose a scenario that combines safety with pace.

Decision-makers know which actions can start immediately and which need further preparation.

The company postpones a necessary change, entrenches an inefficient structure and increases the cost of later implementation.

Communicating the change may create tension in the organisation Even a well-planned reorganisation can lose control if managers and employees receive inconsistent information.

We support preparation of communication for the management board, HR, managers and employees. We help structure the message so it is clear, consistent and aligned with the agreed plan.

Lower risk of misunderstandings, escalations and errors by those implementing the change.

Rumours, resistance, loss of trust and a heavier burden on managers during the process.

Our solution

From the decision to reorganise to safe implementation

We never leave the client with analysis alone. We structure the reorganisation as a process: diagnosis, scenario, plan, documents, communication, implementation and closure. The scope matches the elements set out in the brief: situation analysis, scenario assessment, solution design, documentation, communication, ongoing support and process close-out.

From the decision to reorganise to safe implementation

We never leave the client with analysis alone. We structure the reorganisation as a process: diagnosis, scenario, plan, documents, communication, implementation and closure. The scope matches the elements set out in the brief: situation analysis, scenario assessment, solution design, documentation, communication, ongoing support and process close-out.

  • Situation and risk map

Employer situation analysis

  • review of the planned change,
  • analysis of the business objective,
  • assessment of workforce structure and work organisation,
  • identification of formal, operational and communication risks.

 

  • Situation and risk map

Assessment of reorganisation scenarios

  • identification of possible courses of action,
  • comparison of risk level, pace and organisational burden,
  • recommendation of a scenario matched to the business objective,
  • definition of constraints and dependencies.

 

  • Recommended reorganisation scenario with a business and legal rationale

Preparing the documentation

  • documents changing employment terms,
  • agreements and termination notices,
  • rules and procedures,
  • resolutions and internal documents,
  • implementation packs for HR and managers.

 

  • A consistent set of documents ready to use in the reorganisation process

Przygotowanie dokumentacji

  • communications for the management board, HR, managers and employees,
  • organising the message,
  • preparing answers to foreseeable questions,
  • supporting communication of sensitive decisions.

 

  • A clear communications plan that reduces tension and inconsistent messaging

Wsparcie przy komunikacji zmiany

  • operational consultations,
  • quick answers to HR and managers’ questions,
  • responding to unusual situations,
  • updating actions when the context changes.

 

  • Ongoing support throughout the process, without stopping implementation whenever a question arises

Closing the process and organising the company

  • checking which actions have been implemented,
  • reviewing documents and open issues,
  • identifying what still needs to be put in order,
  • summarising the process.

 

  • A completed reorganisation and greater order for the employer

Who this service is for

For organisations that must implement change responsibly and without dragging out decisions

This service is for companies where reorganisation affects people, costs, structure, responsibilities or ways of working – and must be carried out in a predictable way.

HR Director / Head of People

when the change must be coordinated across the management board, managers and employees, and the decision must be translated into concrete actions.

General Counsel / Head of Legal

when the organisation needs a risk assessment, the right course of action and documents aligned with the business plan.

CEO / COO / CFO / Management board member

when the reorganisation is meant to protect profitability, operational order or a new operating model for the company.

Stages of work

How collaboration works

The process is simple and predictable. First we organise the situation, then we choose a scenario, prepare implementation and support the company through the change. The stages match the process set out in the brief: diagnosis, design, implementation and close-out.

Assess and map risks

We gather facts about the planned change, business objective, workforce structure and organizational constraints.

Design the reorganization

We translate the business decision into a legal and operational plan, including scenarios, sequencing, responsibilities and documents.

Implement and communicate

We prepare documents, support communications and help address questions and sensitive situations.

Close out and stabilize

We confirm actions were implemented consistently, documentation is complete and open matters are resolved.

Contact us

Facing a reorganisation? Start by organising decisions, risks and next steps.

In the first conversation we will establish what the change concerns, where the greatest risks sit and what scope of support is needed to run the process without chaos.

In the form, briefly describe: what the reorganisation concerns, how many teams or areas it may affect, what decision stage you are at and which deadline matters to you.

Mateusz Sawaryn

They will follow up with any questions or recommend a next step.

Quick response

We usually respond within two hours on business days.

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