Do More in Four

The book brings together research, real-world case studies and global experimentation to argue that the five-day workweek is neither inevitable nor optimal.

It shows how reducing work time can sharpen focus, improve equity and force organizations to confront outdated productivity metrics built for an industrial era.

It also examines how AI is accelerating the need for new work models, exposing the inefficiencies of activity-based measurement and pushing leaders to define productivity in terms of outcomes, not presence.

Grounded in data yet pragmatic about cultural resistance, the book's perspective positions the four-day workweek not as an employee concession, but as a competitive advantage for organizations willing to rethink the rules of work before the market forces them to.