Flexible working has become a widely discussed and increasingly expected part of modern employment. But in 2025, it’s not just a preference, it’s becoming embedded in policy.
From April 2026, flexible working will become a default right in the UK. Employees will be able to request it from day one of employment, and employers will need to provide valid reasons if it’s refused.
In principle, this is a positive step forward. Flexibility can increase autonomy, improve wellbeing, and make workplaces more inclusive and productive.
But there’s a less visible side to this shift, one that many possibly haven’t realised:
‘Flexibility without structure doesn’t feel flexible at all. It often results in crossed wires, missed deadlines, and an overshadowing feeling that things are falling through the cracks.’
The mismatch between values and operations
Many small businesses aim to offer a more human, collaborative way of working. The goal is often to move away from traditional hierarchies and rigid expectations.
But as teams grow, day-to-day operations can become increasingly disorganised. Over time, this can lead to a situation where:
– Processes are explained multiple times without a clear reference point
– Collaboration exists in theory, but communication is fragmented
– Project handovers are inconsistent or poorly documented
– Roles and expectations are unclear, especially across part-time or remote teams
These challenges don’t necessarily stem from a lack of capability or leadership. In most cases, they signal that the business has grown beyond its original structure, and hasn’t yet built the internal foundations to support that growth.
Flexibility depends on clarity
One common misconception is that flexible working simply means allowing team members to choose their hours or locations.
But true flexibility requires a business to be operationally ready. That means ensuring that key information, processes, and expectations are accessible, documented, and easy to follow, regardless of how or when each team member works.
Without these foundations, flexibility can lead to miscommunication, confusion, and increased stress. What starts as an effort to support autonomy can end up creating additional pressure.
Smaller teams, bigger impact
For large organisations, the impact of poor internal structure can be absorbed. With multiple departments and support systems in place, minor inefficiencies may go unnoticed.
In smaller teams, however, every gap is felt. There may be no HR department to lean on, no dedicated operations lead, and no buffer time to resolve issues mid-project.
Remote or part-time team members, overlapping time zones, and varied working styles only amplify these challenges. And for founders or team leads managing all of this alongside service delivery, the mental load can become unsustainable.
In businesses where individuals also navigate ADHD or similar cognitive patterns, disorganised operations can significantly affect wellbeing and performance.
What operational readiness actually looks like
Creating a business that supports flexible working isn’t about becoming more corporate or rigid. It’s about simplifying and clarifying the foundations.
That includes:
– Documented workflows and standard operating procedures
– Clear ownership of tasks and responsibilities
– Communication tools and rhythms that support asynchronous work
– Processes for delegation and decision-making that don’t rely on one person
– A shared understanding of expectations and accountability
– Systems that are easy to maintain and scale as the team grows
These elements give everyone in the business the clarity they need to work flexibly without losing cohesion or momentum.
Looking ahead
The shift toward flexible working isn’t going away. If anything, expectations, both from employees and from regulators, are likely to increase over time.
The businesses that thrive in this environment will be those with solid, sustainable operations behind the scenes. Not more tech. Not more hustle. Just a clearer way of working that supports flexibility rather than undermining it.
If flexibility is becoming more important in your team, but things feel disorganised behind the scenes, now might be the time to reassess how your operations are supporting you.
At Light Touch, we help small businesses do exactly that, building structure and support behind the scenes so flexibility isn’t just possible, it’s sustainable.
