70 hours work week

Narayana Murthy's recent statement advocating for a 70-hour workweek has sparked a heated debate within the professional community. Everyone is entitled to their opinion so NRN is entitled to his. While opinions vary, it's crucial to acknowledge that everyone is entitled to their own perspective. Drawing from personal experiences at Infosys, where I found myself working extended hours trying to deliver poorly estimated and badly staffed fixed price projects. Sometimes my work would exceed 80 hours per week for long stretches of time and then I would spend 20 to 30 hours stuck on Hosur road while trying to get to Electronics City and back home. The impact on individuals is palpable, with performance appraisals often attributing long hours to a top consolidated relative rating of 1 (CRR -1) and a 3 to 5% salary increment, leaving employees disheartened and uncertain about the rationale behind the numbers. To rub it in, the HR would mention that this was a performance hike, the VP would call it a market correction and no one is sure what the number is.

The ongoing debate underscores a clear generational gap in reactions, notably with the older generation finding merit in NRN's advocacy for longer work hours. This divergence in viewpoints reflects a broader cultural shift in professional expectations and values. 

The Perceived Link Between Hours and Productivity: One aspect that persists in Indian professional culture is the association between hours worked and productivity. This mindset harks back to a time when software estimates were based on lines of code. The antiquated Time and Material billing system further reinforces the notion that more hours equate to better results/productivity.

As a nation, there is a pervasive lack of emphasis on outcome-based metrics. The fixation on hours worked risks diverting attention from the crucial question: What outcomes are we influencing or helping our customers achieve? It is imperative to break free from traditional approaches and align our efforts with measurable and meaningful results.

When I put on an Investor hat, there are two categories of companies - One set is highly innovative companies, while another set focuses on margins by demanding extensive work hours without commensurate compensation. Infosys, historically placed in the latter category, has generated wealth for investors while imposing considerable strains on its workforce. 

Looking back, If I had to do an 80 hours work week again, I would rather do it for my own venture than do it for NRN and his shareholders.