The Four-Day Workweek: Beyond the Long Weekend to a Productivity Revolution

It’s Wednesday afternoon. You’ve just wrapped up a focused, productive three days of work. You feel a sense of accomplishment, not exhaustion. You look at your calendar and see not one, but two clear days ahead of you. Friday is for a deep dive into a personal project. Monday is for family, rest, and adventure. This isn’t a fantasy or a retirement dream. This is the lived reality for thousands of workers around the world who are part of one of the most significant workplace experiments of the 21st century: the four-day workweek.

For over a century, the five-day, 40-hour workweek has been an unquestioned pillar of our culture. It’s baked into our schedules, our school systems, and our very identity. But what if this sacred structure is not just outdated, but actively holding us back? What if compressing work into four, highly-focused days could lead to happier employees, more profitable companies, and a healthier planet?

This is not simply about working four 10-hour days. That’s just shift compression. The revolutionary model is the 100-80-100 model: 100% of the pay, for 80% of the time, in exchange for a commitment to 100% of the productivity. The goal isn’t to squeeze the same exhaustion into fewer days; it’s to use the radical restructuring of time to eliminate waste, amplify focus, and fundamentally change how work gets done.

In my experience coaching teams through this transition, the most profound changes aren’t on the spreadsheets. They’re in the parking lot conversations on Thursday afternoons. I remember a senior software developer, Mark, telling me, “For the first time in my adult life, I have a ‘me day.’ Every Friday, I’m learning to sail. It’s not just a day off; it’s a day that makes me more of who I am, and I come back on Tuesday buzzing with energy I pour into my code.” This isn’t about laziness; it’s about leveraging human sustainability for professional excellence.

The data from landmark global trials is staggering and consistent. The UK’s 2022-2023 trial—the world’s largest, involving 61 companies and 2,900 workers—found that revenue rose by an average of 1.4% during the trial period, while sick days dropped by 65%, and 92% of companies chose to continue the policy. In 2025, a meta-analysis by Stanford University and the International Labour Organization concluded that four-day week pilots show no loss in productivity in over 95% of cases, with most reporting gains. The question is shifting from “Can we afford to try this?” to “Can we afford not to?”

The Roots of a Revolution: How We Got Stuck on Five Days

To appreciate the audacity of the four-day week, we must understand the arbitrariness of the five-day week. The 40-hour standard is not a law of nature; it’s a historical artifact, a hard-won victory of the labor movement in the early 20th century over the brutal 70-80-hour workweeks of the Industrial Revolution.

For decades, this structure worked reasonably well for an economy based on factory lines and standardized office work. But the world has transformed. We now live in a knowledge and creativity economy. The primary inputs are no longer raw materials and manual labor hours, but human attention, problem-solving, and innovation. The factory whistle signaling the start and end of productive thinking is a meaningless relic. Yet, we still measure and reward presence—time spent at a desk—as a proxy for output and value created.

This mismatch has created what anthropologist David Graeber called “bullshit jobs”—roles where even the occupant feels their work is pointless. More broadly, it has created “bullshit hours“—time spent in meetings that should have been emails, performing low-value busywork, or simply being present because the clock hasn’t struck five. The five-day week is filled with this filler. The four-day week, by its very design, forces a ruthless confrontation with it.

The movement gained critical momentum from a perfect storm of factors:

1. The Productivity Paradox: Despite decades of incredible technological advancement (computers, the internet, AI), productivity growth per hour has slowed, and wages have stagnated for many. The gains have gone to capital, not labor time. Workers are asking, “Where’s my dividend from all this efficiency?”
2. The Burnout Epidemic: Pre-2020, burnout was a growing crisis. The pandemic’s blurring of work-home boundaries poured gasoline on the fire. People everywhere hit a wall and began fundamentally questioning the “work-first” covenant.
3. The Rise of Remote/Hybrid Work: This proved that location-centric presenteeism was dead. If work can be done effectively from anywhere, perhaps it can also be done effectively in less time.
4. Competitive Talent Wars: Companies are desperately searching for a sustainable edge in attracting and retaining top talent. Offering a better quality of life isn’t just a perk; it’s a strategic weapon.

Defining the Models: Not All Four-Day Weeks Are Created Equal

Before we dive deeper, let’s clarify the different models being tested:

1. The “100-80-100” or “Productivity-Focused” Model (The Gold Standard):
   • The Deal: Full pay, 32-hour week (4 standard 8-hour days), with a commitment to maintaining output.
   • The Method: Achieved not by working faster, but by working smarter. This requires a systematic overhaul of processes to eliminate time-wasters. It is the model used in most modern pilots.
   • The Goal: A permanent redefinition of the standard workweek.
2. The “Compressed Week” Model:
   • The Deal: Full pay, 40-hour week compressed into 4 longer days (e.g., 4×10-hour days).
   • The Method: Simply shifting hours. No fundamental process change is required.
   • The Drawback: Long days can lead to fatigue, negatively impact childcare, and offer less of the profound lifestyle benefits. It risks being unsustainable for many.
3. The “Staggered” or “Coverage” Model:
   • The Deal: The company operates five (or more) days a week, but each employee works a four-day roster, ensuring coverage.
   • The Method: Common in customer-facing roles, healthcare, and manufacturing.
   • The Challenge: Employees may not get a consistent three-day weekend, which diminishes some lifestyle benefits, but they still gain a significant amount of personal time.
4. The “Seasonal” or “Trial” Model:
   • The Deal: A four-day week is implemented during slower business periods or as a limited-time pilot.
   • The Method: Allows companies to test the waters without a full commitment.
   • The Risk: Can feel like a temporary perk rather than a cultural shift, limiting the deep process re-engineering needed for success.

This article focuses primarily on the transformative potential of the 100-80-100 model, as it represents the most radical and promising break from the status quo.

The Step-by-Step Playbook: How a Company Actually Makes It Work

Implementing a four-day week is not flicking a switch. It is a disciplined, months-long operational transformation. Based on successful pilots led by organizations like 4 Day Week Global, here is the essential roadmap.

Phase 1: Foundation & Assessment (Months 1-2)

• Secure Leadership Buy-In: This must be a strategic priority from the CEO down, framed as a productivity innovation project, not just an HR perk.
• Form a Cross-Functional “Tiger Team”: Include representatives from operations, HR, department heads, and frontline employees.
• Define Success Metrics: What will you measure? Revenue, output, customer satisfaction, employee well-being (via surveys like the WHO-5), retention?
• Choose Your Model & Pilot Scope: Will you pilot with one department or go company-wide? A 6-month pilot is standard.
• Communicate Transparently: Announce the why and the how early. Invite questions and acknowledge this will be a learning process. Manage expectations.

Phase 2: The “Preparation Sprint” – Redesigning Work (Month 3)
This is the most critical phase. You cannot just take a five-day operation and amputate a day. You must surgically remove waste.

• Conduct a “Time Audit”: For two weeks, have all pilot employees track how they spend their time in 30-minute blocks. Categorize time: Deep Work, Shallow Work, Meetings, Administrative, Wasted.
• The Great Meeting Purge: Institute mandatory rules. Examples from successful companies:
  • The 25/50 Minute Rule: All meetings default to 25 or 50 minutes, not 30 or 60, to create buffer time.
  • “No Meetings” Days: Designate one core day (often Wednesday or Thursday) as a company-wide meeting-free deep work day.
  • The Advocate Rule: Every meeting must have a clear decision-maker (advocate) and a published agenda with a desired outcome. If there’s no agenda, the meeting is declined.
• Embrace Asynchronous Communication: Shift from “real-time reply” culture to “thoughtful update” culture. Use tools like Loom for video updates, documentation in Notion/Confluence, and clear protocols for what warrants an instant message vs. an email.
• Streamline Processes: Map key workflows and ruthlessly eliminate redundant approvals, unnecessary reporting layers, and low-value tasks. Automate wherever possible.
• Set Team-Level “Output Agreements”: Shift the conversation from “hours worked” to “outcomes achieved.” Each team defines what 100% productivity looks like for their four-day week.

Phase 3: Pilot Launch & Active Management (Months 4-9)

• Launch with Fanfare & Support: Provide training on time management, protecting focus time, and using new tools.
• Implement Guardrails:
  • Discourage “heroics” – working a fifth day secretly is cheating the experiment and will spoil the data.
  • Managers must model the behavior. If a manager is emailing on Friday, it creates pressure.
• Collect Data Relentlessly: Run weekly pulse surveys. Track the predefined metrics. Hold bi-weekly “retrospective” meetings with the Tiger Team to identify friction points (e.g., “Customer support tickets are spilling over because of X process”).
• Iterate and Adapt: This is a pilot, not a proclamation. Be prepared to tweak meeting rules, communication protocols, and coverage plans based on feedback.

Phase 4: Evaluation & Decision (Month 10)

• Analyze Holistically: Look at the hard metrics (productivity, revenue, customer scores) and the human metrics (well-being, stress, retention intentions).
• Make a Go/No-Go Decision: Present the data to leadership and the company. Most pilots become permanent.
• If “Go”: Cement the policy, update employment contracts, and celebrate. Share your story to inspire others.
• If “No-Go”: Be transparent about why. What failed? Was it the model, the preparation, or the company’s specific context? Use it as a learning experience.

Key Takeaway: The Productivity Paradox Resolved
The four-day week succeeds not by making people work faster for 32 hours, but by systematically eliminating the unproductive drag of the traditional 40-hour week. It exchanges empty presence for engaged performance.

The Multifaceted Payoff: Why This is a Win-Win-Win

The benefits of a well-executed four-day work week cascade outward, creating positive ripples for the individual, the company, and society at large.

For the Employee: Reclaiming Humanity

• The Gift of Time: This is the most obvious benefit. An extra 52 full days per year. Time for family, hobbies, caregiving, continuing education, and simply resting. This is not idle time; it’s regenerative time.
• Dramatically Improved Well-being: UK trial data showed a 71% reduction in burnout levels and significant drops in stress, fatigue, and anxiety. Sleep improved.
• Enhanced Gender Equity: When both partners have a three-day weekend, domestic and care labor can be shared more equally, challenging the gendered dynamics of the “second shift.”
• Renewed Sense of Agency and Trust: Being evaluated on results, not hours, is profoundly empowering and dignifying.

For the Employer: The Hard Business Case

• Attraction & Retention Superpower: In the 2026 Global Talent Monitor report, “A Four-Day Workweek” is now the #1 non-salary benefit sought by professionals under 45. Companies offering it see a massive surge in qualified applicants and near-zero voluntary turnover.
• Productivity Gains: As cited, most companies maintain or increase output. Workers are more focused, less distracted, and bring more creative energy to their 32 hours.
• Reduced Costs: Lower absenteeism, lower healthcare costs related to stress, and in some cases, reduced overhead (utilities, office supplies) for that fifth day.
• Innovation Boost: Rested, happier brains are more creative brains. Companies report a rise in employee-driven process improvements and innovative ideas.

For Society and the Planet: The Macro Impact

• Environmental Benefits: A 2025 study estimated that if 25% of the US workforce moved to a four-day week with no commute on the fifth day, it would reduce greenhouse gas emissions by an amount equivalent to taking 10 million cars off the road annually.
• Community Strength: People with more time volunteer more, participate in local governance, and support community institutions.
• A Rethought Social Contract: It prompts a vital conversation about the purpose of work, the distribution of productivity gains from technology, and what constitutes a good life.

The Future is Flexible: Sustainability and Evolution

The four-day work week is not the final destination; it is a major milestone on the road to human-centered work design. Its long-term sustainability hinges on a few key evolutions:

1. Integration with True Flexibility: The future is “Flexible Four.” The core principle is a reduced-hour, output-focused week, but with flexibility on which four days and where they are worked. This accommodates personal rhythms and global teams.
2. Sector-by-Sector Adaptation: The model for a software firm will differ from a hospital, a school, or a restaurant. The principle of rethinking processes for a shorter, more intense work period is universal, but the application requires creativity. The “staggered” model will be key for 24/7 operations.
3. Policy and Legislative Support: As trials succeed, pressure will grow for legal change. Belgium has already given workers the right to request a four-day work week (though at the same weekly hours). Other countries may follow, eventually shifting the standard legal workweek from 40 to 32 hours.
4. Cultural Detox from Hustle: The biggest barrier is psychological. Letting go of “busy” as a status symbol is hard. Sustainable success requires celebrating efficiency and results, not martyrdom.

Addressing the Doubters: Common Misconceptions and Concerns

Concern 1: “It’s only for white-collar office workers.”
Rebuttal: While easier to pilot in knowledge work, successful trials have included manufacturing plants, nursing homes, and restaurants. It requires different solutions—like overlapping shifts and cross-training—but the principle of re-engineering for focused productivity applies universally. A UK fish-and-chip shop saw profits rise 30% during its trial by streamlining ordering and prep.

Concern 2: “Customer service will suffer if we’re closed an extra day.”
Rebuttal: Many companies maintain five- or seven-day customer coverage through staggered schedules. Others use the fourth day for deep work on systemic improvements that prevent customer issues. Response times during open hours often improve due to better-rested, more engaged staff.

Concern 3: “My industry is too competitive; we can’t afford to work less.”
Rebuttal: This is a competitive advantage. You attract better talent, who then do higher-quality work with fewer errors. You retain institutional knowledge that your rivals, burning through staff, lose. The companies leading these pilots are outcompeting their five-day peers.

Concern 4: “People will just get a second job, defeating the purpose.”
Rebuttal: Data from trials does not support this. The overwhelming majority use the time for rest, family, and personal development. The goal is a living wage for 32 hours of meaningful work, not creating a gig-economy scramble.

Concern 5: “It will increase stress as people cram five days of work into four.”
Rebuttal: This is the #1 failure mode of poorly implemented programs. The entire premise of the 100-80-100 model is that you systematically eliminate the work that fills the fifth day. Without the preparation phase, this concern is valid. With it, stress plummets.

The Global Momentum: Recent Developments (2024-2026)

The movement has shifted from fringe experiment to mainstream business conversation.

• Government-Led Pilots: Following the UK’s success, national or regional government-backed pilots launched in 2025 in Australia, New Zealand, Scotland, and South Korea. California and Massachusetts began state-level exploratory committees.
• The “Flexible Four” Corporate Standard: In early 2026, Microsoft Japan (following its own successful 2019 trial) and Unilever New Zealand announced they were making the 4-day, 32-hour week a permanent, flexible standard for all salaried employees, calling it their “default mode of operation.”
• Union Advocacy: Major unions in Germany (IG Metall) and the UK (the TUC) have formally adopted the 32-hour week as a central bargaining goal for the decade.
• The “Right to Disconnect” Synergy: The four-day work week is being paired with “Right to Disconnect” policies (you can learn more about that movement in our previous deep-dive) to create a comprehensive framework for work-life sustainability. Companies see them as two sides of the same coin: fewer days, and within those days, more protected focus.

Success Stories from the Front Lines

Case Study: The Tech Scale-Up That Scaled Back Time

• Company: A 150-person B2B SaaS company in Berlin.
• Challenge: Rapid growth led to chaotic processes, meeting overload, and rising attrition (22% annually).
• The Pilot: A 6-month, whole-company 100-80-100 pilot. The preparation phase eliminated 40% of recurring meetings. They implemented “Focus Wednesdays” (no meetings, no Slacks, just coding and deep work).
• Results: Productivity: Feature deployment speed increased by 15%. People: Attrition dropped to 4%. Employee Net Promoter Score (eNPS) went from +12 to +58. Business: Revenue grew 12% during the pilot period, attributed to better product focus and higher customer satisfaction from more engaged support staff. They made it permanent in 2025.

Case Study: The Marketing Agency That Found Creativity Again

• Company: A 40-person digital marketing agency in Toronto.
• Challenge: Creative burnout, client demands for 24/7 responsiveness, and difficulty standing out in hiring.
• The Pilot: They moved to a 4-day, 32-hour week, maintaining client coverage with a rotating “anchor” person on Fridays for urgent issues. They trained clients on new communication protocols.
• Results: Creative Output: Pitch win-rate increased by 30%. The team reported “having mental space to think strategically again.” Talent: They were featured in major news outlets and received over 1,000 applications for their next three open roles. Unexpected Benefit: The CEO reported that the forced process efficiency made the agency more profitable on a per-hour basis, allowing them to raise rates.

Real-Life Glimpses: What a Four-Day Work Week Feels Like

• The Developer: “Tuesday to Thursday are my power days. I’m in flow. Monday is for planning and collaboration. Friday is for my open-source project. My code quality is higher because I’m not fried.”
• The Working Parent: “My husband and I both have Fridays off. One Friday, the kids are with him for adventure day. The next Friday, they’re with me. The third Friday, we all do something together or I just… breathe. It has saved our sanity.”
• The Customer Support Manager: “We have two teams, one off Mon-Thurs, the other Tues-Fri. Coverage is fine. My team is happier, so they’re more empathetic with customers. Our satisfaction scores have never been higher.”

Conclusion: It’s Not a Perk, It’s the Future of Work

The four-day workweek is far more than a truncated schedule. It is a philosophical and operational lens through which to examine everything about work. It asks the fundamental question: “What are we here to accomplish, and what is the most humane, focused, and effective way to do it?”

The evidence is no longer anecdotal. It is empirical, growing, and compelling. This model offers a powerful antidote to the crises of burnout, stagnation, and disengagement plaguing the modern workplace. It represents a mature claim on the productivity dividend of the digital age—not just for shareholders, but for human beings.

Your Key Takeaways:

1. The Goal is Output, Not Hours: The core innovation is decoupling time from value. Measure what matters.
2. Success Demands Reinvention: You cannot just lop off a day. You must redesign work to remove inefficiency and protect focus.
3. The Benefits are Systemic: It improves life for employees, performance for companies, and health for communities and the planet.
4. Start with a Pilot: You don’t need a full commitment. A structured, well-prepared 6-month pilot with clear metrics is the low-risk way to learn.
5. The Cultural Shift is Key: It requires moving from a culture of presence to a culture of trust and results.

The five-day workweek had its time. It built a century of progress. Now, a new, more sustainable and human-centered model is emerging. The question for every leader and every worker is: Will you be a spectator to this change, or will you help build it?

For more explorations of the ideas reshaping our culture, visit our curated collection at https://thedailyexplainer.com/blog/.

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Frequently Asked Questions (FAQ)

Q1: Do people get paid less on a four-day week?
A: In the predominant “100-80-100” model, no. Employees receive 100% of their pay for 80% of the time, with the expectation of maintaining 100% productivity. The pay cut model exists but is far less common and not what the modern movement advocates.

Q2: What happens to deadlines and workloads? Don’t they just get more intense?
A: This is the critical redesign work. Deadlines are re-evaluated and processes are streamlined to fit the new time frame. The workload becomes the 32-hour week. It’s not the same workload crammed in; it’s a redefined, more efficient workload.

Q3: How do you handle client expectations if you’re “closed” an extra day?
A: Communication is key. Successful companies proactively inform clients of the new schedule, emphasizing it leads to better service. They set clear expectations about response times (e.g., “We respond within 24 hours on business days”) and establish a clear emergency contact protocol. Most clients adapt quickly and respect the boundary.

Q4: Is this legal? Won’t it violate labor laws about overtime?
A: For salaried, exempt employees in places like the U.S., there is no legal barrier to reducing scheduled hours at full pay. For hourly employees, it depends on local laws. The model may involve adjusting to a 32-hour standard workweek, with overtime kicking in after 32 hours. Legal consultation is a must in the planning phase.

Q5: Could this lead to job losses if companies need the same output with fewer hours?
A: The data from large-scale pilots shows the opposite. Companies maintaining output with happier staff tend to grow, leading to more hiring. The goal is to work smarter with the same team, not to eliminate roles. In some cases, it can be a strategy to avoid layoffs by reducing hours instead of headcount.

Q6: What about industries that need 24/7 coverage, like healthcare or utilities?
A: They use the staggered model. Employees work four days, but the organization operates seven. This requires more staff, but the benefits of reduced burnout and better retention in these high-stress fields are enormous. It’s about rethinking shifts, not shutting down.

Q7: I’m a manager. How do I ensure my team is productive if I see them less?
A: You shift from managing activity to managing outcomes. Set clear weekly/quarterly goals and key results (OKRs). Have a weekly check-in to remove roadblocks. Trust your team. Your role becomes enabling focus, not monitoring presence.

Q8: Where can I find concrete resources to propose this to my company?
A: Start with the research and case studies from 4 Day Week Global. The UK pilot’s final report is a powerful document. The SheraKat Network’s resources category often features guides on organizational change and future-of-work trends that can provide a strong business case framework.

Q9: What’s the biggest reason companies fail when they try this?
A: Skipping the preparation phase. Trying to just announce a four-day week without the months of work to eliminate inefficiencies, shorten meetings, and embrace async work is a recipe for stress and failure. The day off becomes a day of anxiety about the pile-up.

Q10: How do you prevent employees from working a “secret” fifth day?
A: Culture and leadership. Explicitly forbid it. Frame it as cheating the experiment and harming the data. Leaders must model disconnection. Use tools that discourage after-hours communication. Celebrate efficiency, not hours logged.

Q11: Can this work for very small businesses or solo entrepreneurs?
A: Absolutely. For a solo entrepreneur, it’s about ruthless prioritization and boundary-setting with clients. It forces you to focus on your highest-value activities and automate/outsource the rest. It can be a path to greater sustainability and creativity.

Q12: What about part-time workers? Does this affect them?
A: It can simplify scheduling. A “four-day week” for a part-timer might become a two- or three-day week. The principle of focused, efficient work in reduced hours still applies. Their proportional pay and benefits must be maintained.

Q13: Has any country made a four-day week the national law?
A: Not yet for a 32-hour week at full pay. However, countries like Belgium passed a law giving employees the right to request a four-day week without a loss in salary, though their total weekly hours remain 38-40 (compressed). Iceland’s trials led to unions renegotiating contracts for significantly reduced hours for 86% of the workforce. It is a spectrum of progress toward shorter hours.

Q14: How does this fit with the rise of Artificial Intelligence?
A: Perfectly. AI is poised to automate vast amounts of routine and administrative work—the very “bullshit hours” the four-day week aims to eliminate. Together, they form a powerful duo: AI handles the low-value tasks, freeing humans for creative, strategic work in a more sustainable time frame.

Q15: What do critics say are the biggest downsides?
A: Critics point to potential implementation costs, coordination challenges in certain industries, and the risk of work intensification if not managed well. They also note it may not be suitable for every business model. The movement’s response is: “Test it with a pilot and see. Let the data, not the fear, decide.”

Q16: How do I personally prepare for a four-day week?
A: Sharpen your time management skills. Practice saying no to low-priority tasks. Batch similar work. Protect your focus time fiercely. Start auditing your own workweek to see where your time goes. Resources on personal productivity, like those sometimes featured on WorldClassBlogs, can be very helpful.

Q17: What if my company will never go for this?
A: You can still apply the principles. Advocate for a “no-meeting day” on your team. Ruthlessly protect your own focus time. Use your vacation days in longer blocks to create mini-four-day-week experiments for yourself. You can also vote with your feet and seek out employers who are already pioneering this model.

Q18: Are there any good books on this topic?
A: Yes. “Shorter: How Smart Companies Work Less, Embrace Flexibility, and Boost Productivity” by Alex Pang is an excellent overview. *”The 4 Day Week: How the Flexible Work Revolution Can Increase Productivity, Profitability and Well-being”* by Andrew Barnes and Stephanie Jones provides a founder’s perspective.

Q19: How can I stay updated on new trials and research?
A: Follow 4 Day Week Global, the Autonomy Research Institute, and the Wellbeing Research Centre at Oxford. For broader coverage of economic and policy trends that influence this, our https://thedailyexplainer.com/category/global-affairs-politics/ section often covers related topics.

Q20: What’s the single most persuasive piece of data I can share with a skeptical CEO?
A: The 92% retention rate from the UK trial. Of the 61 companies that started the pilot, 56 (92%) chose to continue the four-day week policy. When given a choice after a real-world test, the overwhelming majority of businesses find it works. That’s a powerful statistic.

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About the Author

The author is an organizational futurist and strategic advisor who has worked with companies ranging from Silicon Valley startups to century-old European manufacturers to navigate the transition to human-centric work models. With a background in behavioral economics and systems design, they focus on the practical intersection of well-being and performance. They have been a featured contributor to discussions on the future of work at the World Economic Forum’s satellite conferences. Believing that the best ideas are explained clearly, they write to demystify complex shifts for leaders and employees alike. For more, visit their author page on The Daily Explainer or connect via https://thedailyexplainer.com/contact-us/.

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Free Resources & Next Steps

• The Four-Day Week Business Case Calculator: An interactive tool that lets you input your company’s data (salary, turnover cost, etc.) to model the potential financial impact.
• “Meeting Audit” Template: A simple spreadsheet to track and categorize meeting time across your team for two weeks, the essential first step.
• Pilot Proposal Deck Template: A customizable PowerPoint/Google Slides template to build your internal business case for a trial.
• Global Case Study Library: A curated directory of four-day week case studies, searchable by industry and company size.
• Further Reading on Organizational Change: Explore resources on implementing major cultural shifts at https://sherakatnetwork.com/category/blog/, which often covers related entrepreneurial and operational topics.

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About The Author