The great work hours debate

When SN Subrahmanyan, chairman of Larsen & Toubro (L&T), suggested that employees should work 90-hour weeks and give up their Sundays, he likely didn’t expect to ignite a firestorm. His remarks—including an ill-conceived quip about “staring at your wife”—came shortly after Infosys co-founder Narayana Murthy’s controversial call for 70-hour workweeks. Together, these proclamations from two of India’s most prominent business figures have exposed a growing schism between traditional corporate leadership and modern workplace expectations.

The backlash has been both swift and severe. “It makes the workplace sound toxic,” says Raj Nayak, managing director, House of Cheer Network. “Leaders need to realise that every word they say carries weight. Even if the intent wasn’t bad, the impact can be damaging.” Such criticism reflects a broader rebellion against management philosophies that equate hours worked with dedication and productivity.

For India’s corporate titans, the timing could hardly be worse. As global businesses embrace flexible work arrangements and prioritise employee wellbeing, such pronouncements seem particularly anachronistic. They also threaten to undermine India’s position as a destination for global talent and investment, especially as younger workers increasingly prioritise work-life balance.

The controversy has laid bare a peculiar paradox in Indian corporate culture. While the country’s technology sector has been at the forefront of global innovation, its management practices often remain anchored in traditional hierarchical structures that prize presenteeism over performance. This disconnect is particularly striking given that India’s workforce is increasingly dominated by millennials and Generation Z workers who, like their global peers, seek purpose alongside paychecks.

Also to remember, as Jaikrishna B, senior HR leader enunciates, “the employer brand is not limited to attracting millennials and Gen Z. It is equally important for retaining and engaging current employees across all generations. A strong employer brand reflects an organisation’s values, culture, and commitment to its people, resonating with both existing people and potential hires.”

For organisations such as L&T, which rely heavily on skilled professionals, the reputational damage could be substantial. “This kind of talk will hurt when it comes to hiring,” warns Nayak.

“Employer branding takes a big hit, and let’s be real, the best people will leave the moment they get an opportunity.” Such concerns are echoed by Prabir Jha, founder and CEO, Prabir Jha People Advisory, who describes these statements as “tactless and insensitive.” “Employees are colleagues, not machines. A thriving workforce values respect and support.” Such criticism reflects growing resistance to what many see as an outdated management philosophy that equates hours worked with productivity and dedication.

“Employer branding takes a big hit, and let’s be real, the best people will leave the moment they get an opportunity.”

Prabir Jha, founder and CEO, Prabir Jha People Advisory

The psychological toll of such expectations is well-documented. Research consistently shows that excessive working hours lead to burnout, reduced creativity, and diminished problem-solving abilities. Countries experimenting with shorter workweeks—Sweden and the Netherlands among them—report higher satisfaction levels and no loss in output. The evidence suggests that these corporate titans are fighting yesterday’s battle with increasingly outdated weapons.

Moreover, the controversy reflects deeper tensions in India’s economic transformation. As the country positions itself as a global economic powerhouse, it must reconcile traditional business practices with modern workplace expectations. The challenge is not unique to India—Japan and South Korea have long grappled with similar issues—but it takes on particular urgency in a country where nearly half the population is under 25.

For multinational companies eyeing India’s talent pool, such leadership attitudes raise red flags. “Such remarks may create an image of a high-pressure, unsupportive work culture, potentially deterring top talent,” explains Jaikrishna. This perception could hamper India’s ability to attract global investment and partnerships, particularly as companies increasingly prioritise ESG metrics that include employee wellbeing. He further points out, “leadership attitudes that emphasise extreme work hours are often rooted in outdated notions of productivity. To remain competitive, Indian organisations must align with global best practices that prioritise employee well-being and innovation.” An organisation’s values are best demonstrated through its actions and the tone set by its leadership. By promoting productivity through respect, collaboration, and flexibility, leaders can cultivate a win-win culture that benefits both the organisation and its people.

The solution, experts suggest, lies not in damage control but in fundamental cultural change. “The easiest way to fix this? Own up, apologise, and move on,” advises Nayak. “No need for long explanations or trying to justify it with big-picture ideas like nation-building.” This pragmatic approach reflects a growing recognition that leadership in modern India requires more than just driving growth at any cost.

As Adil Malia, CEO, The Firm, notes, “Productivity stems from better quality differentiated output, which is achieved through engagement, inspiration, and respect—not extended work hours.” This perspective aligns with global best practices that emphasise outcomes over input hours.

The debate also touches on deeper cultural values. In Indian tradition, principles of fairness, respect, and harmony have been central to leadership practices. The current push for extreme working hours appears to disconnect from these cultural roots, suggesting that in the rush to embrace global capitalism, some leaders have abandoned traditional wisdom about balanced living.

While some leaders may view extended hours as a sign of commitment, this mindset risks alienating talent and contributing to burnout, especially as work-life balance becomes a growing priority. Hence, as Jaikrishna aptly puts, “Indian leadership must align with better practices, showing that sustainable success comes from empowering employees through respect, flexibility, and meaningful engagement, not excessive work demands.”

For organisations caught in this cultural crossfire, the path forward requires more than mere policy adjustments. It demands a fundamental rethinking of what constitutes productive work in the modern age. As Nayak observes, “Leaders such as Murthy and Subramanian have done incredible things, but times have changed. It’s no longer about clocking hours. It’s about quality, efficiency, and creating a happy, positive culture.”

The 90-hour workweek controversy may prove to be a watershed moment in Indian corporate culture. As global businesses increasingly compete on the basis of innovation and talent rather than sheer manpower, Indian companies face a choice: adapt to modern workplace expectations or risk losing their competitive edge in the global marketplace.

Furthermore, Indian traditions have long emphasised fairness, balance, and respect for others, values deeply rooted in spiritual teachings. These principles advocate treating individuals with dignity and fostering harmony in all aspects of life, including the workplace. Leadership that aligns with such values honours both our cultural and spiritual heritage and creates an environment where employees feel respected, valued, and motivated. “A fair and compassionate approach to leadership is not only a moral imperative but also a strategic one, reflecting the essence of sustainable success,” advises Jaikrishna.

For now, the old guard’s calls for extreme working hours appear to be falling on increasingly deaf ears. In an era where quality trumps quantity, the future belongs to organisations that can inspire rather than merely demand commitment. The message to India’s corporate leaders is clear: the time has come to stop counting hours and start measuring impact.