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organise the way work is done before chaos costs your company time, money and control

We design and implement a work-organisation model tailored to your company’s realities – compliant with labour law, operationally sound and enforceable day to day.

Book a call about your operating model

In many companies, work organisation does not break down suddenly. It simply grows faster than the rules.

The greatest risk usually does not come from a single error in a document, but from the gap between what the company has on paper and how people actually work.

Teams operate under several models at once. Overtime becomes the default. After-hours availability has no clear boundaries. Managers interpret the rules their own way, while HR and the board absorb more and more risk. As a result, the organisation loses predictability, consistency and time spent putting out fires that should have been sorted long ago.

Mateusz Sawaryn

Managing Partner Counsel

Most common problems / challenges

The most common problems we solve

The organisation grew faster than the rules What worked with a smaller team stops working at larger scale, with more managers and more complex modes of work.

We design a work-organisation model fitted to the company's current scale, not to historical habits.

We organise the rules on working time, responsibility and accountability so they support day-to-day operations.

Business benefit: greater predictability and fewer operational exceptions.

Risk of inaction: the company continues to manage work reactively rather than systematically.

Formal rules do not match practice The regulations say one thing, and day-to-day reality looks different: overtime is informal, on-call duty is unclear, and after-hours availability becomes the standard.

We first check how work really looks, and only then organise the model and the documents.

The engagement starts with a diagnosis of the actual state and the gaps between paper, practice and business need.

Business benefit: the company regains control over an area that previously ran "by feel".

Risk of inaction: disputes, errors and costly tensions return at the first conflict or inspection.

Different work models run without a shared standard On-site, remote, hybrid and task-based work operate in parallel, but without coherent rules on availability, collaboration and settlement.

We create one sensible rule model for different modes of work - without artificially standardising everything.

We organise responsibility, availability boundaries and collaboration rules between teams.

Business benefit: less tension, less unequal treatment, more consistency in how work is done.

Risk of inaction: managers continue to manage according to their own interpretations.

Working time, overtime and on-call duty create uncertainty The company is not sure whether it correctly settles work, availability, breaks, on-call duty and situations outside standard hours.

We identify the highest-risk areas and recommend rules that can actually be applied.

We verify where the working-time model and operational practice cease to be safe or functional.

Business benefit: fewer risks and better control over labour costs.

Risk of inaction: ambiguities grow, and the organisation pays for them later in disputes and chaos.

Working-time records do not give the board and HR certainty The tool works, but it does not make clear whether the records match reality or support accountability.

We organise recording rules and how they link to the way the company actually works.

We connect legal requirements with the real rhythm of teams and managers' accountability.

Business benefit: fewer manual exceptions and greater process clarity.

Risk of inaction: electronic timekeeping organises appearances, but not the model.

The company wants change, but not implementation chaos Many organisations fear ending up with a sound legal opinion that nobody implements.

Our goal is not a document. Our goal is a working model of work organisation.

We translate recommendations into rules, responsibilities, documents and managerial practice.

Business benefit: the change is workable, not only correct on paper.

Risk of inaction: the organisation is left with yet another recommendation that does not change day-to-day work.

Our solution

We design a work model that can be defended and that can be applied

The service covers diagnosis of how work really happens, assessment of compliance and business fit, design of target rules and implementation support. Scope can be tailored to the scale of the problem – from one priority area to a full work-organisation model.

Audit of actual work organisation

  • analysis of schedules, availability and daily practices
  • review of overtime, on-call duty and how work is settled
  • conversations about how the rules work in managerial practice

 

  • a map of the gaps between documents, practice and business need

Assessment of compliance and fit of the model to the business

  • verification of current rules against labour law
  • assessment of fit to company scale, structure and operating rhythm
  • identification of areas that are compliant but operationally ineffective

 

  • list of what to keep, what to change, what requires a business decision

Review of working-time systems and settlement periods

  • analysis of current arrangements
  • recommendation of variants better fitted to the real work model
  • identification of operational and organisational consequences

 

  • recommended working-time model with implementation logic

Ordering rules for on-site, remote, hybrid and task-based work

  • availability and accountability rules
  • collaboration and responsibility rules
  • limits of managerial discretion

 

  • a coherent set of rules for different modes of work

Verification of risks around overtime, on-call duty and working-time records

  • identification of the highest-risk points
  • assessment of correctness and clarity of current practices
  • prioritisation of corrective actions

 

  • list of critical risks and decisions to implement

Recommendations for the target work-organisation model

  • design of rules, variants and process changes
  • clarifying responsibilities between HR, managers and the organisation
  • translating recommendations into operational specifics

 

  • target work-organisation model ready to implement

Support in implementing change

  • documentation and internal regulations
  • communication of changes across the organisation
  • support for HR and managers when rolling out the rules

 

  • implementation plan and rules that start working in day-to-day practice

Who this service is for

For companies that no longer want to manage work "somehow"

This service is especially relevant when the organisation is already too complex to keep relying on exceptions, habits and local interpretations.

Head of People Operations / HR Manager

when working-time rules need to be ordered and implemented without chaos, excess exceptions and daily questions from managers.

HR Director / Chief People Officer

when you need to recommend a model that combines compliance, feasibility and fit to business realities.

COO / Board member responsible for operations or people

when work organisation starts to affect risk, costs, team availability and the predictability of how the company runs.

Social proof

Proof that it works in practice

We work in stages to reduce disruption for HR, managers and leadership. You can start with a diagnosis of one area or go through the entire process-from identifying the problem to stabilising new practices.

Assess actual practices and risks

We examine how the organization really works, what the documents say, what happens in practice and where the biggest gaps arise.

Design the target model

We recommend a work-organization model covering working time, availability, recordkeeping and collaboration across different arrangements.

Align documents and implementation rules

We translate the model into documents, procedures, responsibilities and decision paths.

Implement and stabilize practices

We support change communications and HR/manager collaboration, and identify issues that arise after the new rules launch.

Stages of work

A process that brings order to the topic without paralysing the organisation

We work in stages to limit chaos for HR, managers and the board. That means you can start with a diagnosis of one area or go through the full process – from recognising the problem to stabilising the new practice.

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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