The Four-Day Work Week: Lessons from Germany's First National Trial
Image by Nicole Streit from Pixabay
In a significant study combining objective data with comprehensive organisational insights, Germany's first national four-day work week (4DW) trial has revealed compelling evidence for potential workplace transformation. Of particularly interest is the question of how this radical change in work patterns affects organisational performance, employee wellbeing, and workplace dynamics.
Productivity Through Process Optimisation
Organisations maintained stable revenue and profit despite reduced hours by implementing several key strategies:
65% focused on reducing workplace distractions
63% optimized core processes
52% restructured their meeting culture
32% implemented dedicated focus time
25% leveraged digital tools
These findings align with our approach to workplace strategy - success comes from reimagining how work gets done, not just focusing on where or when it happens.
Change Management: The Critical Success Factor
Perhaps the most striking finding is the correlation between preparation and success. Organisations that invested in change management - attending an average of 4.7 workshops and regular networking sessions - were significantly more likely to continue with the 4DW beyond the trial. In contrast, organisations that ultimately discontinued the program attended far fewer preparatory sessions (averaging just 1.37 workshops).
This underscores what we've long advocated: any successful workplace transformation requires structured change management, communication and preparation.
Looking Forward: Strategic Implications
For organisations considering workplace transformation, whether it's a 4DW or other significant change, the German trial offers several key lessons:
Investment in change management is crucial
Success correlates strongly with preparatory work and ongoing support mechanisms.
Process optimisation is key
Workplace transformation requires a fundamental rethink of how work gets done.
One size doesn't fit all
Organisations need tailored approaches based on their size, industry, and specific challenges.
Measure What Matters
The combination of objective and subjective data provides richer insights for decision-making.
The Bottom Line
With 73% of participating organisations choosing to continue with some form of 4DW, the trial demonstrates that significant workplace transformation is possible when properly supported. However, the higher dropout rate in Germany compared to other national trials (20% vs. typically under 10%) suggests that cultural and organisational factors play a crucial role in success.
For organisations considering major workplace transformation, the message is clear: success requires careful planning, robust change management, and a willingness to fundamentally rethink work processes.
