By Chandran Iyer
In today’s fast-paced corporate landscape, where efficiency and productivity reign supreme, the boundaries between work and personal life have blurred significantly. Long working hours, excessive workloads, and relentless pressure to perform have become the norm in many industries.
While advocates of hard work argue that extended hours drive economic progress, the reality suggests otherwise. Overworking not only leads to burnout and declining mental health but also negatively impacts productivity and economic growth in the long run.
Recent remarks by high-profile figures such as Infosys founder N. R. Narayana Murthy and L&T’s S. N. Subramanian have reignited the debate on work-life balance. Murthy’s advocacy for a 70-hour workweek and Subramanian’s remarks on even more long working hours being necessary for economic progress have been met with widespread criticism.
In a recent interview, Subrahmanyan stated that young engineers should be willing to work for 90 hours a week to achieve success. He emphasized that hard work and dedication are essential for professional growth.
Subrahmanyan’s comments generated widespread controversy on social media, with many criticizing his remarks as unrealistic, unhealthy, and exploitative. Several concerns were raised:
- *Work-life balance*: Critics argued that working 90 hours a week would leave little time for personal life, family, or self-care.
- *Mental and physical health*: Excessive working hours can lead to burnout, stress, and serious health issues.
- *Unrealistic expectations*: Many felt that Subrahmanyan’s comments set an unachievable standard, which could lead to disappointment and demotivation among young engineers.
- *Exploitation*: Some argued that encouraging such long working hours could be seen as exploiting employees, particularly in industries where overtime is already a concern
Following the backlash, Subrahmanyan clarified his comments, stating that he meant to emphasize the importance of hard work and dedication, not literally working 90 hours a week. L&T also released a statement emphasizing their commitment to employee well-being and work-life balance.
The controversy sparked a larger discussion about work culture, burnout, and the importance of maintaining a healthy work-life balance.
Many argue that such perspectives ignore the long-term consequences of overwork, including deteriorating mental and physical health, declining family structures, and an unsustainable corporate culture.
Greatness isn’t found in burnout. It’s found in balance
Mr. L.C. Singh, Founder & Executive Chairman of Nihilent, has been outspoken in his criticism of the notion he calls “90 Hours to Greatness.” His response is direct and unapologetic: “Let’s call this what it is—nonsense!”
“Let’s be clear: this isn’t ambition—it’s absurdity. Since when did hours worked become the measure of brilliance? Burnout doesn’t lead to innovation. Overwork doesn’t foster creativity. A tired mind can’t solve complex problems or inspire a team,” says LC.
True greatness stems from balance, not relentless grind. The world’s best ideas emerge not from exhaustion but from minds that are well-rested, reflective, and engaged with life. Emotional stability—not burnout—is the foundation of creativity and leadership. It’s time to challenge the toxic myth that long hours equate to success. Work hard, yes—but not at the cost of losing yourself in the process.
Sustainable success requires a holistic approach—one that nurtures both the mind and the soul. Leaders who prioritize well-being create environments where innovation thrives, where teams feel empowered, and where productivity is a result of passion, not pressure. The greatest achievements are not born out of exhaustion but from those who work with clarity, purpose, and inspiration.
Because in the end, no one will remember the sheer number of hours you logged. They’ll remember the impact you made, the ideas you sparked, and the life you truly lived. Greatness isn’t found in burnout—it’s found in balance, says LC.
The Importance of Work-Life Balance in Business Success
OP Singh Managing Director Huvepharma SEA says Work-life balance is a crucial strategy for fostering engagement and motivation among team members. It is one of the most powerful resources in ensuring employee satisfaction and productivity. “ We continuously strive to improve work-life balance in the business sector, as it directly impacts the well-being of employees. When employees feel valued and have a balanced life, they are naturally motivated to contribute their best.
“ As business leaders, if we solely focus on work output while compromising employees’ quality of life, it is neither sustainable nor wise. In my opinion, work-life balance is a critical ingredient for the success of any organization.”
Singh says “I have never believed in measuring productivity solely by the number of hours an employee puts in. A rigid, calculated approach to working hours does not align with my philosophy of functioning. Instead, I have always encouraged creativity, emotional engagement, and value addition as key drivers of success. To me, the quality of output matters far more than the sheer number of hours spent on a task.
He says “ Every successful organization is built on three core pillars: innovation, creativity, and business output. To harness these qualities in employees, it is essential to focus on the quality of time they spend at work rather than the quantity. When employees are given the freedom to think, innovate, and engage meaningfully, they deliver exceptional results.
Singh says Team building is one of the most important HR initiatives his company invest in. It plays a crucial role in fostering collaboration, trust, and a shared vision among employees. A well-connected team is more productive, engaged, and innovative, making team-building activities an essential part of our organizational culture.
“By prioritizing work-life balance, fostering creativity, and emphasizing team building, we create an environment where employees feel motivated and empowered—ultimately driving long-term success for the organization.’, he adds.
Quality of Work is more important than Quantity
Atul Upadhyay, Executive Vice President of Pride Group of Hotels, emphasized, “The number of hours worked cannot be the sole metric to measure productivity. Instead, it should be assessed based on the output delivered. The quality of work done holds far more significance than the sheer number of hours invested. To ensure optimal productivity, maintaining a healthy balance between professional and personal life is crucial. A work culture that prioritizes employee well-being not only enhances efficiency but also fosters long-term engagement and job satisfaction.”
Atul says “In today’s fast-paced corporate environment, there is a growing realization that burnout and excessive working hours do not necessarily translate into better performance. Companies that adopt a results-oriented approach rather than a time-bound one witness higher levels of creativity, innovation, and efficiency among their employees. By encouraging flexible work arrangements and recognizing individual contributions based on results, organizations can create a more motivated and high-performing workforce.”
Moreover, businesses that invest in employee well-being reap long-term benefits, including reduced turnover rates, higher job satisfaction, and a positive workplace culture. When employees feel valued and have the space to recharge, they bring renewed energy and enthusiasm to their work. This shift in perspective—from measuring effort in hours to valuing meaningful contributions—can drive sustainable success for both individuals and organizations, added Atul.
Overworking is indication of inefficiency in Management
Nimesh Desai, Chairman , TechEra says “Work-life balance is just as important for employees as it is for top management. After all, we are all human beings, and respecting personal time with family and friends is essential. Employees should have the freedom to be present in their personal lives without unnecessary work intrusions.
According to Nimesh Longer working hours do not necessarily equate to higher productivity. In fact, excessive work can lead to fatigue, stress, and reduced efficiency. While occasional extended hours may be inevitable, if it becomes a regular practice, it reflects inefficiencies in management. Either the leadership fails to understand the organization’s capabilities, or they overlook the significance of their human assets. A well-balanced work environment fosters creativity and enhances problem-solving, both of which are critical for productivity. “ When employees experience a healthy work-life balance, attrition rates decrease, and talent retention improves” added Nimesh
“At TechEra, we believe in building a positive work culture by demonstrating the values of respect, integrity, and transparency. Keeping employees informed about company goals, challenges, and successes fosters trust and engagement. We take an active interest in our team’s career development and personal growth, ensuring they feel supported. Their well-being is not just a corporate priority—it is the foundation of a thriving organization.” says Nimesh
Lessons from Japan’s Overwork Culture
Japan, a country renowned for its cutting-edge technology, meticulous work ethic, and innovative spirit, serves as a cautionary tale for nations considering longer work hours as a means to economic progress. Japan has long been associated with an intense corporate culture that prioritizes dedication and sacrifice over employee well-being. However, the cost of this relentless pursuit of productivity is staggering.
The country has been grappling with a crisis that threatens its very foundation: an overwork culture so severe that it has led to a phenomenon known as karoshi—literally translated as “death from overwork.” Employees in Japan often work excessive overtime, sometimes exceeding 100 hours per month, without adequate compensation or recognition. This has resulted in a surge in stress-related illnesses, mental health issues, and even deaths.
According to the Japanese Ministry of Health, Labour, and Welfare, an average of 2,000 workers die annually due to karoshi. Studies indicate that karoshi is responsible for approximately 10% of suicides in Japan. This harsh reality reflects the detrimental impact of a culture that equates longer hours with greater success.
The Demographic Time Bomb
The consequences of Japan’s overwork culture extend far beyond individual workers—it is contributing to an alarming demographic crisis. The country’s population has been shrinking since 2010, with a decline of over 1 million people in the past decade. The total fertility rate (TFR) has been below the replacement level of 2.1 since the 1970s, currently standing at a record low of 1.42.
The primary reason for this decline is the lack of work-life balance and the reluctance of young people to start families. With long working hours and limited parental leave, many Japanese couples are delaying or forgoing marriage and childbirth altogether. As a result, Japan is facing severe labor shortages, reduced tax revenues, and an increasing burden on its pension system.
Economic Implications of Overwork
A shrinking workforce inevitably leads to economic stagnation. Japan, once the second-largest economy in the world, is already experiencing the effects of its demographic crisis. The country’s GDP growth has been sluggish, and its labor market is becoming increasingly tight. With fewer young workers entering the workforce, companies are struggling to sustain their operations, leading to decreased innovation and economic expansion.
In contrast, companies that have implemented work-life balance policies have seen positive results. For example, Microsoft Japan introduced a four-day workweek experiment, which resulted in a 23% increase in productivity and a 23.1% reduction in electricity costs. This demonstrates that fewer working hours do not necessarily mean lower efficiency; in fact, they can lead to better results by ensuring a healthier and more motivated workforce.
The Overwork Culture in India
India is also witnessing a troubling rise in overwork culture, particularly in high-pressure industries such as technology and finance. Studies indicate that over 50% of Indian employees work more than 50 hours a week, with some clocking in as many as 80 hours or more. This excessive workload leads to burnout, chronic stress, and declining productivity.
Furthermore, the societal pressure to work long hours makes it difficult for individuals to prioritize their well-being. The blurred lines between work and personal life, especially with the rise of remote and hybrid work, have exacerbated this issue. Employees are often expected to be available around the clock, leaving little room for rest, personal development, or quality time with family.
This culture of overwork is not sustainable. While India aspires to become an economic powerhouse, it must learn from Japan’s mistakes and prioritize employee well-being. Long-term progress should be driven by innovation, efficiency, and balanced work environments—not sheer exhaustion.
The Need for a Paradigm Shift
To combat the damaging effects of overwork, businesses and policymakers must embrace a new work culture centered on balance and well-being. Several strategies can help achieve this:
- Enforcing Reasonable Work Hours: Governments should implement and enforce policies that regulate working hours, ensuring employees are not exploited in the name of productivity.
- Flexible Work Arrangements: Offering remote work options, flexible schedules, and four-day workweeks can lead to increased productivity and better mental health.
- Mental Health Support: Organizations should provide counseling services, stress management programs, and mental health days to help employees cope with work-related stress.
- Encouraging Work-Life Balance: Companies should foster a culture where employees are encouraged to take vacations, spend time with their families, and engage in hobbies without fear of professional repercussions.
- Performance Over Hours: Businesses should shift their focus from the number of hours worked to the quality and impact of work delivered. Productivity should be measured by results, not time spent at a desk.
Conclusion
India is at a crossroads. As the country aims to strengthen its position as a global economic leader, it must resist the temptation to equate long hours with success. Hard work and dedication are essential, but they should not come at the cost of physical and mental health. The corporate world must recognize that sustainable progress is only possible when employees are happy, healthy, and well-rested.
The cautionary tale of Japan should serve as a wake-up call. The consequences of overwork—burnout, declining mental health, strained relationships, and even economic stagnation—are too severe to ignore. It’s time for India and the world to embrace a healthier, more balanced work culture that values both professional success and personal well-being.