I’ll be you anything that once you’ve come back from the New Year break, you really, really wish your company would implement a 4-day working week. Arrrghhhh…..work!

Well, the most extensive four-day work week study to date tracked 2,896 employees across 141 organisations in six countries over six months. The results challenge what many executives still believe about time and output.

Perhaps it would be in your company’s interests to do exactly as you wish as you stare blankly into your coffee, wondering when you can go on holiday again!

The Numbers That Matter

Burnout dropped by 71%. Stress fell by 39%. Mental and physical health improved across the board.

More telling: over 90% of companies continued the four-day week after the trial ended. This wasn't a feel-good experiment that collapsed under business pressure. Companies kept it because it worked.

In the UK trial specifically, 92% of the 61 participating companies stuck with the model. Staff turnover dropped by 57%. Sick days reduced by 65%. Revenue increased by 1.4% during the trial period.

These aren't marginal gains. They're the kind of improvements that transform business performance.

The Implementation Gap

Here's where most attempts fail: companies reduce hours without redesigning work.

You can't compress five days of inefficient work into four days and expect anything other than exhausted employees and rushed output. The research from MIT Sloan Management Review makes this clear. Successful implementations require fundamental workflow restructuring before reducing hours.

Eliminate unnecessary meetings. Introduce uninterrupted deep-work periods. Increase employee autonomy. Audit where time actually goes and cut the waste.

The UK companies that succeeded received eight weeks of preparation support. They restructured workflows and eliminated time-wasting activities. The ones that failed tried to maintain the same processes in less time.

The Friday Reality

Research published in July 2025 revealed something executives already know but rarely admit: Friday is significantly less productive than other weekdays.

You're not losing a full day's productivity when you eliminate Friday. You're cutting a day that's already delivering diminished returns.

Microsoft Japan reported a 40% productivity increase alongside a 23% reduction in electricity consumption. The average UK employee works 8 hours daily but is productive for only 2 hours and 53 minutes. The efficiency gains are there if you're willing to look.

Where Leadership Makes the Difference

Three critical failure points emerge from the trials:

Workload compression without process change causes burnout. You're just creating a different problem.

Leadership resistance undermines the model. If executives continue working five days, employees follow suit regardless of policy. You have to model the behaviour you want to see.

Customer-facing roles need careful planning. Staggered schedules and outcome-based performance metrics become essential.

The healthcare sector pilot with 38 leaders showed sustained improvements in burnout reduction over 12 months with no adverse impact on organisational outcomes. Even high-pressure, mission-critical environments can make this work when properly structured.

The Talent Equation

Resignation rates in companies implementing four-day weeks drop to near zero. Job applications increased by 88% in some UK trials. In tight labour markets, this becomes a competitive advantage you can't ignore.

44% of on-site employees would change jobs for a four-day week. The tangible business benefits include lower healthcare costs, reduced turnover, and recruitment advantages.

What This Means for Your Business

The four-day work week isn't about working less. It's about working better.

The UK loses £28 billion annually to burnout. Productivity decreases significantly after 55 hours of work per week. We've known this for years, but we've kept measuring commitment by hours logged rather than results delivered.

If you're considering this model, start with your processes. Map where time goes. Identify what actually drives results. Cut what doesn't. Only then reduce the hours.

The evidence shows it can work. The question is whether you're willing to challenge how work gets done in your organisation.

About Accelerate Performance: We provide executive and leadership coaching, consulting and advisory services based on real-world experience. If you're exploring how to restructure work for better performance, we can help you navigate the practical challenges.