The four-day workweek is no longer an experiment
The five-day workweek is a relic of the past. It was great for factories, but we’re not in the industrial age anymore. After a major UK pilot, 200 companies have permanently shifted to a four-day workweek, covering 5,000 employees—with no pay cuts.
This isn’t just a UK thing either. It’s happening globally. Companies in the US, Canada, Ireland, Australia, New Zealand, Germany, Portugal, and Brazil are running similar trials, and most are seeing the same outcome: employees get more done in less time, and businesses see no drop in productivity. Italy, France, Belgium, and Nordic countries are already lining up their own research. The real question is whether companies will move fast or get left behind.
The numbers back it up. A 2024 Harris Poll found that 81% of US workers believe they could be just as productive in four days, and 67% expect this schedule to become the norm within their lifetime. People want this change, and smart businesses are capitalizing on it.
Productivity is measured by focus, not hours
The assumption that more hours equal more work is flawed. The UK pilot program—run by 4 Day Week Global, the UK’s 4 Day Week Campaign, and Autonomy—proved that reducing hours didn’t reduce output. In fact, nearly all participating companies saw the opposite. Employees worked fewer hours, but their productivity either stayed the same or improved.
Why? People work best in focused bursts. Cut unnecessary meetings, reduce distractions, and give employees time to recover, and they’ll actually get more done. The idea that productivity is measured in hours worked is outdated.
“Productivity is about outcomes, not time spent at a desk.”
Of course, not every industry can go four days without adjustments. Customer-facing roles, healthcare, and manufacturing need alternative models—staggered shifts, flexible hours, or better automation. But in most office environments, cutting work time while maintaining efficiency is entirely possible. Juliet Schor, the lead researcher in this study, found that nearly all firms stuck with the model because it simply worked. When something works this well, why go back?
It’s a business decision and an environmental one
This is also about smarter operations. Fewer workdays mean lower electricity costs, reduced office maintenance expenses, and less time wasted in commutes. That’s money saved and efficiency gained.
There’s also a broader impact. Iceland’s large-scale trials proved that cutting work hours led to steady or improved productivity, but they also cut carbon emissions. Fewer commuting days mean less traffic and pollution. It’s a straightforward way to hit sustainability targets while improving employee well-being.
Nora Keller, a senior researcher at the University of St. Gallen, found that businesses running these trials also benefited from reduced burnout and higher retention rates. When people are less stressed, they stay longer, work better, and innovate more. Happy employees are able to work harder and solve bigger problems.
For companies focused on long-term sustainability and cost reduction, moving to a four-day model (or optimizing work structures to be more flexible) could be a powerful strategic move.
The 40-hour workweek was built for factories
The modern workweek was created by Henry Ford in the 1920s to optimize factory output. That was nearly a century ago, in an economy that looked nothing like today’s. Offices don’t operate like factories, and yet the five-day, 40-hour structure has stayed the same—even as technology, automation, and digital collaboration have changed everything about how we work.
There’s also a major social shift happening. The old system assumes one partner (usually male) works full-time while another handles childcare and household management. That model doesn’t reflect today’s workforce. Reducing the workweek helps distribute work-life balance more fairly—an important factor for companies looking to attract younger talent.
The next generation is already ahead of the curve. A UK-based Spark Market Research survey found that 78% of 18- to 34-year-olds expect a four-day workweek to become the norm within five years, while 65% reject a return to traditional full-time office work. If companies want to compete for top talent, this is the kind of structural change they need to embrace.
“Work has changed and productivity isn’t measured by time spent sitting at a desk for 40 hours. Companies that recognize this shift and act on it will attract the best talent, operate more efficiently, and stay ahead of the curve.”
Key takeaways for business leaders
- Adoption of the four-day workweek is gaining momentum: A growing number of global companies, including 200 in the UK, are adopting a four-day workweek with no loss in productivity. Decision-makers should consider testing this model to improve employee satisfaction and operational efficiency.
- Increased productivity and employee well-being: Companies that implemented shorter workweeks report higher employee engagement, productivity, and retention. Leaders should prioritize flexible work schedules to improve performance and reduce burnout.
- Environmental and operational benefits: Shorter workweeks help reduce costs such as office energy consumption and commuting-related expenses. Organizations should explore sustainability benefits as part of broader business strategy.
- Shifting workforce expectations: Younger employees (18-34 years old) expect a four-day workweek within the next five years, with a significant focus on work-life balance. Businesses should adapt policies to align with these evolving workforce priorities to attract top talent.
