The Perils of Marathon Work Hours: Lessons for Corporate India

Recently, two prominent figures in the Indian corporate world, Narayana Murthy, co-founder of Infosys, and S.N. Subrahmanyan, chairman of L&T, made headlines with their controversial remarks urging employees to work longer hours. Murthy suggested a 70-hour workweek, while Subrahmanyan pushed the envelope even further with a 90-hour proposal. These statements have sparked widespread criticism and reignited debates around work-life balance, productivity, and the authoritarian attitudes embedded in corporate India’s work culture.

A Regrettable Disconnect Between Leaders and Employees

Corporate leaders often reside in an elite stratosphere, insulated from their employees’ daily struggles. They enjoy hefty salaries, stock options, exclusive perks, and significant decision-making power. Yet, their pronouncements frequently betray a lack of understanding of the realities the average worker faces. For someone earning a fraction of these leaders’ incomes, a 70—or 90-hour workweek is not merely gruelling—it is untenable.

Most employees in India grapple with numerous challenges beyond their professional lives: extended family obligations, health concerns, and logistical hurdles like long commutes in congested cities. These additional pressures make such unrealistic expectations seem not just demanding but oppressive.

Authoritarian and Paternalistic Attitudes

The corporate culture in India and in many third-world countries often mirrors societal hierarchies, blending authoritarianism with a paternalistic tone. Leaders may disguise their commands as friendly banter, invoking remarks like, “What do you do sitting at home?” or “How long can you stare at your wife?” as Subrahmanyan’s comments exemplify. Such statements are deeply rooted in patriarchal attitudes and reflect a feudal “malik-naukar” mindset. Instead of fostering genuine collaboration or innovation, these attitudes reduce employees to mere instruments of output, perpetuating a system that conflates the appearance of hard work with actual productivity.

The Fallacy of Long Hours Equals Productivity

The notion that longer working hours translate to higher productivity is both archaic and counterproductive. Numerous studies have demonstrated that extended hours lead to burnout, diminished efficiency, and adverse mental health outcomes. By contrast, countries with shorter workweeks, such as Germany and the Netherlands, consistently achieve higher productivity and employee satisfaction. These nations prioritize well-being and recognize that creativity and problem-solving—hallmarks of the modern knowledge economy—flourish in balanced environments.

The emphasis on clocking hours for its own sake is reminiscent of outdated practices in Public Sector Undertakings (PSUs), where the focus often lies on performing work visibly rather than effectively. This “show of work” culture is ill-suited for today’s dynamic industries, particularly in tech and engineering, where innovation is key.

Lessons from Faisal Al-Haimus’s Tenure

In the ever-evolving landscape of corporate leadership, the approach taken by those at the helm has profound implications for an organization’s morale, productivity, and overall culture. I recollect working with Faisal Al-Haimus, the former President of the Trade Bank of Iraq and Chairman of the Board, during my time as a Banking Consultant to the bank.

During his tenure, Al-Haimus was renowned—or rather infamous—for his gruelling work ethic and relentless expectations. He had a penchant for long working hours, a trait he imposed not only on himself but also on his employees. Al-Haimus’s insistence on extended office hours often meant that employees were required to stay in the office until late in the evening. Weekends, traditionally a time for rest and rejuvenation, became an extension of the workweek under his leadership, with employees frequently summoned to the office.

While one might admire a leader’s commitment to their role, Al-Haimus’s approach raises critical questions about the cost of such dedication. The culture of overwork he cultivated led to widespread dissatisfaction among employees. Many found themselves juggling the demands of their professional responsibilities with the strain it placed on their personal lives. The atmosphere during his tenure was, by most accounts, one of fatigue and frustration, a testament to the perils of an unbalanced approach to leadership.

While Al-Haimus undoubtedly aimed to drive productivity and ensure the bank’s success, the human cost of his methods cannot be overlooked. Employee well-being is a cornerstone of sustainable success, and neglecting it often leads to diminished morale and, ultimately, reduced organizational performance.

The Need for Sustainable Work Cultures

The remarks by corporate giants like Murthy and Subrahmanyan, along with lessons from leaders like Al-Haimus, underscore the urgent need for Indian businesses to reevaluate their work environments. Instead of doubling down on regressive practices, companies should strive to build cultures that prioritize efficiency, equity, and employee well-being. Key strategies include:

• Focus on Efficiency: Equip employees with the tools and training needed to maximize productivity within standard work hours.
• Promote Work-Life Balance: Encourage employees to take time off and recharge, leading to sustained performance.
• Offer Flexibility: Provide options for remote work or flexible hours to accommodate individual needs.
• Lead by Example: Corporate leaders should demonstrate a balanced approach, showing that success doesn’t require sacrificing personal well-being.

Final Thoughts

The idea that marathon work hours are synonymous with dedication or success is a relic of the past. In a rapidly evolving global economy, businesses must abandon these myopic views and adopt a more holistic approach to work. Employees are not mere cogs in a machine; their well-being is integral to an organization’s success. As India’s economy advances, let us aim for a future where its workforce thrives, not merely survives.