Fostering efficacy, accountability and a strong sense of ownership plays a big role in cultivating a productive and innovative workforce
Recent statements by prominent Indian business leaders advocating for extended work hours have sparked significant debate across the industries and political sphere. Infosys founder Narayana Murthy suggested a 70-hour workweek for the younger generation, while Larsen & Toubro chairperson S N Subrahmanyan pushed the idea further, proposing a 90-hour workweek, including Sundays. While their intent—to encourage competitiveness and efficiency—is commendable, the emphasis on extended work hours misses a crucial point: the number of hours worked is not the primary determinant of success. Efficacy, accountability, trust and a spirit of ownership are far more vital in creating a productive and competitive workforce.
The Fallacy of “More Hours Equals More Productivity”Globally, data and research have consistently shown that longer working hours do not directly correlate with increased productivity. According to a study by the Organisation for Economic Co-operation and Development (OECD), countries with shorter average work hours often rank higher in productivity. For instance, Germany—known for its robust industrial base—averages 34.6 hours of work per week and boasts one of the highest productivity levels in the world. In contrast, countries like Mexico, where workweeks stretch beyond 42 hours, report significantly lower productivity rates.The human brain has a finite capacity for sustained focus and creative thinking. Prolonged hours often lead to diminishing returns, increased burnout, and higher rates of errors. Studies by the World Health Organization (WHO) have also highlighted the adverse health effects of excessive work hours, linking them to cardiovascular diseases and mental health disorders.
Moreover, the concept of presenteeism—being physically present but mentally disengaged—is an often-overlooked consequence of extended work hours. Overworked employees may appear productive but are less likely to deliver high-quality output. This underscores the importance of optimising work hours for maximum efficacy rather than simply extending them.What Truly Drives Productivity? Instead of focusing on quantity, business leaders should shift the discourse to quality. Productivity is not about the time spent at a desk or shop floor but what is achieved during that time. Three key factors contribute to this:
1. Efficacy: Efficacy emphasises doing things right rather than simply doing more. This involves leveraging technology, optimising workflows, and fostering a culture of continuous improvement. Organisations like Toyota have championed this principle through methodologies such as Lean and Kaizen, which focus on reducing waste and enhancing efficiency.
2. Accountability: Empowering employees to take ownership of their work fosters accountability. When individuals feel responsible for outcomes, they naturally align their efforts toward achieving goals. Google’s OKR (Objectives and Key Results) framework exemplifies how clearly defined goals and transparent accountability can drive exceptional results. A sense of accountability ensures that time is used effectively and results are prioritised over mere activity.
3. Ownership Spirit: A sense of ownership transforms employees from passive participants to proactive contributors. This requires building a culture where employees feel their work has a purpose and their contributions are valued. Startups often exemplify this culture, with employees going above and beyond not because of long hours but because they believe in the company’s mission. When employees feel emotionally invested, their creativity and commitment naturally increase, making the organisation more competitive.
The Role of Work-Life Balance
Work-life balance is not a “luxury” but a necessity for sustained performance. The Harvard Business Review notes that employees with balanced lives demonstrate 21 per cent greater productivity and are 57 per cent less likely to experience burnout. Moreover, a healthy work-life balance fosters creativity, problem-solving, and emotional resilience—all essential traits in today’s dynamic business environment. Countries and companies that respect the need for work-life balance are reaping the rewards. For example, Scandinavian nations, with their strong emphasis on work-life balance, consistently outperform others on innovation and competitiveness indices. Similarly, companies like Microsoft Japan, which experimented with a four-day workweek, reported a 40 per cent increase in productivity while reducing electricity costs and boosting employee satisfaction.
Flexible working arrangements are becoming increasingly prevalent worldwide. The rise of hybrid work models in the post-pandemic world has shown that flexibility and accountability coexist and thrive. This shift highlights that the hours worked and the autonomy, trust, and resources provided to employees drive results. Leaders must embrace these new paradigms rather than revert to outdated notions of success linked solely to time spent at work.
Lessons from History
Historical evidence further undermines the argument for excessively long work hours. During the Industrial Revolution, labour movements fought for the eight-hour workday, recognising that overworking led to physical exhaustion and declining efficiency. The founder of Ford Motor Company, Henry Ford’s decision to implement a five-day, 40-hour workweek in the 1920s was driven not by altruism but by a realisation that well-rested employees were more productive and innovative. His approach improved productivity and set a precedent for modern labour practices. In the 21st century, technology has amplified this principle. Automation, artificial intelligence, and digital tools enable employees to accomplish in hours what once took days. Instead of relying on human endurance, organisations should not focus on integrating these tools to enhance productivity and free up employees for strategic, high-value tasks.
Reimagining Competitiveness India’s demographic dividend presents a unique opportunity to shape the future of work. With one of the world’s youngest workforces, the focus should be on enhancing skills, fostering creativity, and nurturing an entrepreneurial mindset—not on extending work hours.By investing in upskilling programs, digital tools, and robust processes, Indian businesses can boost productivity without exhausting their workforce. Additionally, introducing flexible work arrangements can help tap into employees’ diverse needs while improving engagement and output.
Addressing the Challenges
While advocating for shorter or optimised work hours, it is essential to acknowledge the challenges. Industries with high operational demands, such as manufacturing and healthcare, may find it challenging to reduce work hours without compromising service delivery. In such cases, solutions like staggered shifts, better workforce planning, and investment in automation can help balance operational needs with employee well-being. Similarly, small and medium enterprises (SMEs) with limited resources may perceive shorter work hours as a risk to productivity. However, even these organisations can benefit from adopting efficiency-focused strategies like process optimisation and targeted skill development.The Way ForwardAs a moderate business leader, I firmly believe that success stems from striking the right balance between ambition and sustainability.
While hard work and dedication are indispensable, they must be guided by innovative strategies, supportive cultures, and a focus on outcomes. Asking employees to clock 70 or 90 hours a week may yield short-term results, but it risks long-term consequences in the form of burnout, disengagement, and declining health.Let’s redirect the conversation from “hours worked” to “value created.” By fostering efficacy, accountability, trust and an ownership spirit, Indian businesses can achieve competitiveness and efficiency while respecting the well-being of their greatest asset—their workforce. After all, it’s not the hours you put in but what you put into the hours that truly counts.
(The Author is vice-chairman of Sonalika ITL Group, vice-chairman of the Punjab Economic Policy and Planning Board, and chairman of ASSOCHAM Northern Region Development Council. Views expressed are personal)