Ragnhild Nordset, Business and Management, University of Liverpool (2020 cohort)

Over the past few months, I’ve had the privilege of stepping inside a leading Philharmonic Orchestra, not as an audience member, but as a researcher. Being a musician myself, knowing the hardship of the industry, what began as a study into flexible and family-friendly working quickly became something more personal. This was more than simply gathering data; I was welcomed into their living breathing culture of passion and hard work. It isn’t always that obvious from the outside just how much complexity and care sits behind the scenes of an iconic institution like this.

When people think of orchestras, they often picture polished performances and artistic brilliance. And of course, that’s part of the story. But what’s less visible is the intricate network of people making it all happen; those in marketing, technical production, planning, hospitality, finance, and of course, the musicians themselves. Each role is unique, each shaped by different pressures, and each navigates flexibility in very different ways.

Listening, Literally

The research process was intentionally collaborative and multi-layered. We surveyed staff across departments, analysed internal documents and exit interviews, and, perhaps most valuably, gave people a platform to speak. Through interviews and group discussions, we listened to personal stories: some hopeful, some frustrated, all very honest.

There were recurring themes. A strong sense of pride in the organisation. Deep commitment to excellence. But also, tension, especially around flexibility, visibility, and equity. The lived experience of “being flexible” depended heavily on your role and your place within the building. Office-based staff spoke positively about hybrid working and the autonomy it provided. But for those in frontline or site-based roles, like production staff or musicians, the term “flexibility” felt distant. Many couldn’t see how it applied to them, and some even felt excluded from it.

Informal Care, Formal Gaps

One of the most striking takeaways was the extent of informal flexibility in action. Managers making compassionate decisions. Teams covering for each other without hesitation. Adjustments made quietly, not because policy demanded it, but because someone cared. This type of flexibility, unwritten but practised, is a strength. It reflects a culture of trust and humanity. But it also poses a risk. When care isn’t codified, it becomes dependent on individual relationships. It can be uneven, misunderstood, or invisible to those who need it most. What if we made that care visible? What if informal flexibility was openly acknowledged as part of what makes it a good place to work?

Rethinking “Family-Friendly”

Another eye-opening element was how the concept of “family” is understood within the organisation. While many staff spoke about raising children, others shared stories of caring for pets and animals, supporting partners through illness, or needing time to nourish friendships or mental health.

The reality is: families look different for everyone. And work-life balance isn’t only a parental issue. The challenge, and the opportunity, is to embrace this diversity within policy and practice, so flexibility doesn’t feel like a privilege for some, but a right for all.

The Orchestra: Dedication Without Pause

Working with and listening to the orchestra players was particularly poignant. The passion is palpable. So is the pressure. Orchestra schedules are tightly controlled, often set months in advance. Missing even one rehearsal can mean forfeiting the entire performance and paying for your own replacement. For many, that’s not financially viable. Yet, despite the rigidity, there was also stories of quiet moments of care and flexibility extended within the limits of what’s possible.

There’s real opportunity here to build on trust. To acknowledge the professionalism of players and consider how even small changes, like flexibility around life events, could support wellbeing without compromising artistic standards.

A Culture of Excellence, and Care

What stands out most to me, after months inside this orchestra is this: people care. They care about their work, about each other, and about the mission of the organisation. But care alone isn’t sustainable. To preserve this culture of excellence, there needs to be space for rest, for family, for life.

Flexible working, in all its forms, is one way to create that space. And it’s already happening quietly and intuitively. The task now is to make it more visible and more inclusive across the organisation.

Looking Ahead

As researchers, we often keep a professional distance. But in this case, I couldn’t help but feel a sense of connection. I left the project with admiration, for the music, yes, but more so for the people behind it.

There’s still work to do. But there’s also so much to build on: shared values, trust, compassion, and a genuine desire to do right by one another. I hope this research contributes to that work. And I’m grateful to have been a part of it even for a little while.