Last year, Infosys founder Narayana Murthy made headlines that are still reverberating through the business world. He called on young IT workers to push for 70-hour work weeks to help India compete globally. Yes, 70 hours. Seven-zero. That is almost double what we’d consider a standard work week, and honestly, it makes you stop and think. Even now, this comment continues to spark conversations about the culture of work and what we expect from people. In a world where people talk about balance and physical health, the mental health aspect tends to get overlooked.
When customers of any industry look to get cheaper prices, whether it be cheaper electronics, clothing, or services, we have to ask—at what cost? And more importantly, at whose cost? Are we paying for efficiency and faster ways of doing things, or are we simply paying for cheaper labour?
The People Behind the Price Tag
I love a bargain as much as anyone. Who doesn’t want more for less? But the truth is, when something is unusually cheap, there’s always a hidden cost somewhere. If it’s not being paid by the customer, then it’s likely coming from the people doing the work.
The idea of long hours and a relentless schedule might seem like a way to boost productivity and gain a competitive edge. But think about what that means for the individuals behind those numbers. Seventy hours a week is the equivalent of working from 9 am to 9 pm, Monday through Saturday, with a few extra hours tacked on for good measure. It leaves little room for, well, living.
That’s time taken away from family, hobbies, rest, and all the little things that make life, life. And, in that context, people become little more than productivity units. The real cost ends up being their well-being, mental health, and even their capacity to innovate or enjoy their work.
But What About Innovation?
There’s a persistent myth in the consulting world that more hours automatically mean better results. Productivity leads to success, right? Well, not always. The truth is, the best ideas don’t tend to show up at hour 67 of a gruelling work week when your eyes are glazed over, and you’re fuelled by your fifth cup of coffee. Great ideas are born when people feel rested, energised, and have space to think beyond the immediate task in front of them.
A culture that prioritises relentless hours doesn’t breed innovation—it breeds burnout. It leads to talented people walking away from the industry because they’re exhausted and uninspired. And for what? To save a bit on costs?
The Human-Centred Approach
Let’s shift the focus from price to value. Let’s value the people behind the work as much as the work itself. The tech industry has always been about pushing boundaries and changing what’s possible. But that doesn’t mean we should be pushing people to their breaking points.
Instead, companies need to build a work culture that actively teaches people to set boundaries—and, crucially, makes it clear that doing so is okay. It’s not just about giving people permission to log off; it’s about creating an environment where saying “no” to excessive demands is normalised and respected. Encouraging people to draw those boundaries isn’t a sign of weakness; it’s a way to ensure everyone can perform at their best without burning out.
The brightest minds need time to think, space to breathe, and an environment that supports their creativity and well-being. The true cost of overworking is a loss of innovation, energy, and, ultimately, talent. Overworked people don’t have the capacity to be their best selves, and they don’t create their best work.
So, when you’re faced with the promise of cheaper prices, pause and ask what those prices actually mean. Are we endorsing a culture that exhausts its workers in the pursuit of savings, or are we investing in a sustainable model that values well-being, creativity, and long-term success? Because, in the long run, healthy, supported teams will consistently deliver better outcomes, happier clients, and a more vibrant industry.
We’re here to do great work and make a difference, yes. But we’re also here to live, to thrive—not just survive. And that’s the kind of culture that benefits everyone: clients, companies, and, most importantly, the people making it all happen.
It makes you think, doesn’t it?
Love,
Amanda