The following In House Advisor guidance note provides comprehensive and up to date legal information covering:
It is a constant challenge for all teams to be able to plan for the work that can be anticipated. It is an even bigger challenge to plan for the work that cannot be anticipated.
For most teams there have been two ever-present certainties in the last five years:
it is very hard to get more resource, especially headcount, but
there is more work, more risk and more need
This in turn has resulted in the insidious “do more with less” environment. When legal and commercial risks have developed to be more real and more important to most businesses, many teams are struggling to square the circle. It is no longer tenable to expect colleagues to work increasingly longer hours. But against this background we risk failing to deliver the services needed, of missing opportunity and not realising the potential of the contribution teams can make. Critically, we also risk a crisis of well-being (see Practice Note: A crisis of well-being).
Successful teams generate work. They do so, not because they are inefficient or unfocused, but because their increasing credibility and success encourage earlier engagement and a broadening of the contribution.
Ironically it is also true that unsuccessful teams generate more work; in their case because being inefficient and unfocused ensures activity dominates over value. In both situations teams are becoming too busy and too
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