In January we announced that MBIP was rolling out the four-day work week. Eek, different, I know!
As Head of Operations, maybe I should have been more concerned about how we could possibly make it work. However, I wasn’t. I’ve worked in the IP profession for two decades and at MBIP, we work hard to provide our team with systems and processes that enable people to work smarter, not harder. I think our successful adoption of the four-day work week is proof of just how well that approach works.
At MBIP, change is the new normal. Growth doesn’t happen without it, and we’ve had plenty of both. With this in mind, we went for it, and it’s been a massive eye-opener.
When we talk about culture at MBIP, it’s not about the perks or office extras. It’s about genuinely caring for the wellbeing of our team members and creating an environment where people can thrive both professionally and personally.
On a personal level, as a working mum of two young children, the four-day work week has had a significant impact on how I show up outside of work. Having that extra time has meant I can be more present for my family, less rushed, and able to enjoy more of the everyday moments that really matter to me. It’s a reminder that when people have the space to live their lives, everyone benefits.
It’s not just me noticing the impact. Our people continue to do great work, there’s a real energy across the team, and a positive momentum that’s contagious.
We’ve just wrapped up our busiest financial year yet. You might think that losing eight hours a week would slow things down. In reality, the opposite has happened. We’ve become more deliberate about prioritising, planning ahead and making better use of technology and our systems. Meetings are more purposeful, processes are continually being refined, and there’s a greater focus on removing unnecessary administration and duplication. People are also more conscious of protecting their time and focusing on the work that genuinely adds value.
Another huge win is that staff turnover is almost non-existent. Our people want to stay, and we’re regularly approached by people who want to join us.
It turns out that when you give people their time back to simply live their lives, they bring their absolute best to the days they are at work.
So, from an operational perspective, here’s what I’ve learned: taking care of your people isn’t just good for culture. It might just be one of the smartest operational strategies you can have.
