Narayana Murthy’s 72-Hour Work Week Remark Rekindles Fierce Debate on India’s Work Culture

Infosys Co-Founder N R Narayana Murthy has once again set the internet ablaze with his call for Indian youth to embrace a 72-hour work week—mirroring China’s demanding “9-9-6” work culture, where employees work from 9 a.m. to 9 p.m., six days a week. Murthy argued that India can bridge its economic gap with global powers only through “extraordinary discipline and commitment,” pointing to China’s long working hours as a key factor behind its rapid rise in productivity and industrial strength.

Murthy explained that several Indian professionals visiting China had noted the pervasive culture of hard work even outside major cities. He framed his comments in the context of national progress, asserting that those who have benefited from opportunities owe it to the country to contribute through diligence and sacrifice. But his statement—captured across media platforms—quickly triggered intense reactions among employees, HR experts, and social commentators, exposing deep divides over what hard work means in modern India.

Critics argue that such extreme schedules romanticize overwork in a country already struggling with poor work-life balance. Many professionals contend that they are already working well beyond standard hours, juggling long commutes, digital fatigue, and shrinking boundaries between office and home life. HR experts warn that enforcing or normalizing a 72-hour work week could undermine labour laws, reduce productivity over time, and institutionalize burnout in sectors that already have weak worker safeguards.

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Health specialists echoed these concerns, citing strong evidence linking long hours to chronic stress, depression, and cardiovascular problems. Gender experts added that such expectations would disproportionately burden women, many of whom balance paid jobs with unpaid domestic responsibilities. They cautioned that glorifying relentless work sacrifices at the expense of balance could push more women out of the workforce and worsen gender representation in corporate India.

At the same time, several economists and business leaders defended Murthy’s intent, describing it as a warning about India’s competitive preparedness. They acknowledged that cultivating discipline and performance culture is crucial, especially with a large youthful workforce. However, they stressed that longer hours alone cannot offset systemic inefficiencies—such as skill gaps, poor infrastructure, and inadequate digital transformation. Ironically, Infosys itself has recently begun alerting remote employees logging excessive hours to maintain work-life balance—illustrating the growing corporate awareness of burnout risks.

The debate over Murthy’s remarks highlights a generational dilemma at the heart of India’s economic story: balancing ambition with sustainability. As companies and workers redefine productivity in an age of automation and hybrid work, India’s struggle to reconcile old-school discipline with new-age wellbeing principles appears far from over.

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