Rethink your workweek: Make it in 32 hours

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When reading the title, you might already be rolling your eyes - one of these guys again - who dares to promote the 32-hour workweek, especially in times of economic stagnation. But hold on - Tektit is not as naive as it might first appear.

Our central thesis is: By reorganizing work processes, companies can achieve the same outcome in less time. For us, the 32-hour workweek is not an isolated concept but part of a continuous transition to a new work culture – one that can fundamentally be applied to any working time model, including the classic 40-hour week. Let’s discuss it after you’ve read the entire article.

In the work context, much revolves around the formula "working hours equal productivity." The prevailing model: 40 hours a week means 100% outcome. Anyone advocating for a four-day workweek often faces the reflexive assumption that fewer hours automatically mean less outcome – and that a corresponding salary reduction is justified.

But what happens if we stop focusing on weekly hours and instead examine how work is organized? This is precisely where our Tektit approach begins.

Start With WHY.

Let's begin with the bigger picture: Purpose. At Tektit, we aim to start by defining and aligning with our purpose (or vision and mission, as other companies might call it). We've realized that a strong sense of purpose not only boosts motivation but also provides a clear direction for how work should be structured. When employees understand why they are doing what they do, it becomes much easier to shape work processes in a more outcome-oriented way.

The big picture is often the hardest thing for employees and organizations to grasp. Keeping the purpose in mind during day-to-day tasks and consistently checking whether each action aligns with it takes a lot of effort. We at Tektit also lose sight of our purpose from time to time and regularly have to pause and reflect: Does our purpose still fit? Do our services still align with it?

Let's move to a more tangible level. A clear "why" also helps guide how we plan meetings. We always strive to organize meetings with a well-defined objective, a clear agenda, and the right people who can actively contribute. Thorough preparation is key. Our main focus is on working meetings centered around concrete tasks and collaborative problem-solving. This shift not only saves time but also increases engagement and efficiency.

Accountability Matters.

When employees clearly understand their goals and feel empowered to take ownership of their tasks, work becomes more focused. Decisions should be made by those who have the best knowledge of the matter and are directly affected by the outcome. But it doesn't stop there - the people making decisions must also own them, ensure their implementation, and be willing to adjust when necessary.

At Tektit, we take this principle even further. We trust our colleagues to make a wide range of decisions independently - from choosing the software our teams use to making decisions about our salaries, and much more. By giving everyone this level of autonomy, we not only strengthen accountability but also foster a culture built on trust and empowerment. And in our experience, when people are trusted to make decisions, they rise to the occasion.

Transparency Is Essential. 

To be accountable, you need access to the right information. At Tektit, we reject the notion that information should be used as a political tool, hoarded, or restricted based on hierarchy. While some topics require careful handling, most of the information needed to make informed decisions should be available to everyone. Too often, poor decisions aren’t a result of incompetence - they happen because crucial information is trapped in silos across the company.

We wanted to do things differently. At Tektit, we share all the information we are legally allowed to disclose with our employees: salaries, cash flow, revenues, costs -  essentially everything. This radical transparency gives everyone the context they need to make informed decisions, fostering a culture of trust and shared responsibility. When people see the full picture, they’re better equipped to take ownership of their work and contribute more effectively to the organization’s goals.

Keep Focus.

We are aiming for 32 hours, not 40 hours. But this is explicitly NOT a classical reduction of working hours. We use the time available to us so effectively that we achieve results that others need 40 hours for. You could call it a concentration of brainpower.

We ensure a high level of focus for internal and external work. We don’t do many things in parallel, but rather do them sequentially to ensure that we have limited work in progress and see results quickly. We also try to break down big decisions into a series of smaller ones - most of which can be taken by anyone in the company to avoid bottlenecks.

Flexibility Beyond Free Fridays.

True flexibility means empowering employees to organize their work in a way that fits both their personal needs and professional responsibilities. At Tektit, we are trusted to structure our workdays in a way that aligns with our energy levels and life commitments. When I have the freedom to decide how and when I work, I am more engaged, creative, and effective.

We can also see a high level of commitment from colleagues to ensure that we get the most out of the 32h. With the flexibility that Tektit offers, the amount of stress people have to fit everything in the week, private life, appointments, hobbies, family, etc. is significantly reduced. Even though the working hours are somewhat intense.

The team is more rested and committed - to Tektit, to client projects, and also able to pursue time-consuming side projects such as volunteering, contributing to open-source initiatives, or engaging in community work.

These are just a few examples of how work organization can be reimagined. What all these approaches have in common is their contribution to a clear outcome: saving time while creating a more fulfilling and satisfying work experience.

When work is organized effectively, employees not only deliver the same – if not better – results, but also gain the mental capacity to balance their professional and personal lives. This space for reflection fosters creativity, reduces stress, and ultimately leads to fewer sick days and more focused, innovative work. While productivity might fluctuate in the short term, over time we see a net positive impact: healthier, happier employees who consistently deliver high-quality outcomes.

💬 Isn’t that worth rethinking the way you work? Please leave a comment.