In a compelling conversation hosted on SightsIn Plus, Editor-in-Chief Romesh Srivastava engaged with Sriram Sadras, Founder of Happiness@Work, to unpack the cultural implications of the newly launched Work-Life Balance Campaign by Infosys.
The initiative, rolled out globally by Infosys, encourages employees to restrict their working hours to 9 hours and 15 minutes per day, five days a week, aiming to foster well-being, reduce burnout, and build a sustainable workplace culture.
The dialogue offers sharp insights into shifting employee expectations, evolving leadership mindsets, and the organization’s efforts to implement this change at scale with genuine intent.
The Intent Behind This Work-Life Balance Campaign
This work-life balance campaign is a sincere and impactful initiative. If done genuinely, it conveys a strong message: “I care about your well-being.”
At our core, we all seek to be seen, respected, and valued. This campaign reflects a company’s intent to treat its people like family.
While outcomes may vary, the purpose deserves appreciation—it’s a thoughtful step toward employee welfare and inclusive culture.
Why a Sudden Internal Campaign on Work-Life Balance by Companies
The surge in internal work-life balance campaigns stems from two key workforce shifts.
First, today’s younger employees—especially those who entered the workforce during COVID-19—come with distinct expectations of autonomy, flexibility, and value alignment.
Unlike prior generations raised with a scarcity mindset focused on job security, this cohort seeks workplaces that demonstrate care and respect.
Second, organizations face high attrition and pressure to retain talent.
In response, companies are making their commitment to employee well-being more visible and intentional.
This isn’t entirely new.
Two decades ago at Infosys Mangalore, an initiative called “On Time” encouraged employees to leave work on time to prioritize life outside the office—socializing, fitness, and family.
It worked well, reinforcing that managing time and attention can boost productivity and satisfaction.
Today, as AI transforms workflows and workplace dynamics, these campaigns aim to balance demands with empathy.
When done genuinely, they acknowledge that employees are more than resources—they’re individuals who thrive when they feel seen and supported.
Ultimately, these efforts reflect a shift from transactional work models to relational ones, where caring becomes a strategic priority.
Companies are learning that by valuing people, they unlock both performance and loyalty.
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Is Infosys Trying To Do Damage Control With the Statement of 70-Hour Work Week By Narayana Murthy?
Sriram said, I don’t think Infosys is trying to do damage control over Narayana Murthy’s 70-hour work week remark.
His statement reflected a personal vision rooted in the broader ambition for India’s growth and wasn’t accompanied by any formal policy change at Infosys.
The current work-life balance initiatives are more of a response to evolving workplace expectations, especially with younger employees valuing well-being, autonomy, and holistic life experiences.
In today’s context, companies are expected to show that they care more explicitly than before.
That shift in mindset—towards empathy and people-centric culture—is evident at Infosys.
Over recent years, there’s been a visible change in energy and intention among its leadership.
Implementing such initiatives at a massive scale—impacting thousands of employees—is incredibly complex, yet the company is making sincere efforts.
These campaigns aim to foster productivity, retention, and well-being, and while they may also yield positive business outcomes, the core intent seems genuine.
Ultimately, it’s less about reacting to a statement and more about adapting to the changing fabric of the workforce. And that deserves credit.
How Do You See Cultural Shift in the Last Couple of Years at Infosys?
Infosys has shown a noticeable cultural shift in recent years, particularly with its renewed focus on work-life balance and employee well-being.
However, for these changes to be truly impactful, alignment across the organization is essential, especially from line managers who often face conflicting demands.
Managers are pressured to deliver results with limited resources while also supporting wellness initiatives.
Bridging these opposing forces requires thoughtful planning and maturity.
A key message emerging from this shift is: “We care.” It’s a call for employees to prioritize focused work during office hours and reclaim personal time for growth and rejuvenation.
The initiative also nudges managers toward better planning and team motivation, discouraging last-minute demands.
In the Indian context, where long hours don’t always translate to productivity, this change prompts a rethinking of attention and efficiency.
Still, execution matters.
Without consistent follow-through and buy-in from managers and individuals, such policies risk being symbolic.
But when implemented sincerely—as Infosys appears to be attempting—the results can be transformative.
Employees feel seen, time gets optimized, and people can rediscover life beyond work.
It’s a difficult shift, no doubt, but it carries the potential to reshape not just schedules, but mindsets.
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