Fewer days, same performance – is that possible? Just over 1.5 years ago, we not only introduced the 4-day week, but also made it a successful model for our company.
We are redefining our working environment
With smart processes, bold cultural changes and technological tailwinds, we as an SME can confirm that shorter working hours and economic success are not mutually exclusive. At the beginning of 2024, we took a step that many companies shy away from: introducing the four-day week. What may sound like a bold experiment at first is the result of a carefully planned transformation – and shows that shorter working hours and economic success do not have to be mutually exclusive.
Why less is more
Back then, the impetus came from us. It wasn’t just a general desire for change and the desire to position Quant as an innovative, future-proof company that triggered the change. For the management, it was clear that giving employees more time was not only a question of quality of life, but also of responsibility. «We didn’t want to just squeeze the same amount of work into less time», says Andreas Bärtsch.
Instead, a holistic process was launched – with a clear goal in mind: working less but achieving the same amount. Another key focus is ensuring that we remain an attractive employer in peripheral and mountainous areas, both for today’s and tomorrow’s generation of business professionals.
«If we as employers want to be part of the solution, we need to rethink work and leadership in our organisation. After all, giving employees more time is not just a question of quality of life, but also of responsibility». Andreas Bärtsch, Founder & Partner Quant
The path to a 4-day week
Before introducing the model, Quant tested a 4.5-day week for a year. At the same time, the company invested heavily in lean management, process optimisation and the use of new technologies – from automated processes to artificial intelligence.
Since 1 January 2024, the rule has been: 36 hours per week spread over four days. Fridays are usually free, with customer appointments being the exception.
The model follows the 100-80-100 principle: 100% pay, 80% working hours, 100% productivity. Employees who had previously worked part-time received significant pay rises in some cases.
Challenges – and how Quant tackles them
The transition did not go smoothly. Some employees feared that they would not be able to get their work done in four days. The week is now more tightly scheduled and requires clear structures and discipline. To avoid overload, Quant relies on several levers:
- Technology as a game changer – including AI tools to speed up research and analysis
- Lean management as a key lever for impact: i.e. consistent process optimisation and standardisation
- Transparent salary system – a new remuneration system that takes into account only objective criteria and factors such as professional experience, education and loyalty to the company
- Time budgets – 80% of time for client projects, 10% for acquisition, 10% for further development
- Fixed teams – e.g. for real estate or hospitality consulting, strategy consulting, to reduce coordination effort and increase efficiency in project management
Positive effects at all levels
The four-day week has measurable and noticeable effects, especially in terms of employee satisfaction: the day off is used for leisure activities, further training or personal projects. Identification with the company grows. The response from our customers has been very positive across the board: we have no organisational problems with regard to deadlines and project management. At the same time, our customers are very interested in implementing the 4-day week. The question remains: how exactly does it work?
Cultural change instead of a one-off measure
For Quant, the four-day week is not a completed project, but part of a larger mindset shift towards a new world of work. It is also absolutely crucial to recognise that this change requires time, sensitivity and constant adaptation. It also means that we continue to ‘experiment’ and learn from our experiences.
But a four-day week alone does not create a new working environment. As a company and organisation, we are undergoing a transformation process at various levels. Here is an overview of our most relevant areas of action:
1. Introduce flexible working models
- Home office, remote work, hybrid models
- Trust-based working hours instead of time clocks
- Work-life integration instead of strict separation
2. Redesign leadership culture
- From hierarchical control to servant leadership
- Promote self-organisation and responsibility among teams
- Build a culture of feedback and learning
3. Build digital infrastructure
- Collaboration tools (Slack, MS Teams, Miro, etc.)
- Virtual meeting rooms, digital whiteboards
- Data security and cloud solutions
4. Transform corporate culture
- Value orientation (meaning, purpose, autonomy)
- Transparency and open communication
- Promotion of diversity and inclusion
5. Promote skills & further training
- Lifelong learning, upskilling & reskilling
- Agile methods (Scrum, Kanban, design thinking)
- Promoting digital skills
6. Designing new work spaces
- Flexible office concepts (activity-based working, co-working)
- Creative spaces and retreats
- Technology-supported workplaces
Looking to the future
There are no plans to return to a five-day week. Other models may also be conceivable in the future – but only if they make sense for intellectual work.
The current focus is on fine-tuning the organisation of work and addressing the issue of workload in an even more transparent manner through targeted resource planning. For us, this is an ongoing process that requires courage and a willingness to change.
Our current conclusion:
The 4-day week shows that bold changes can work – if they are carefully prepared, technologically supported and culturally anchored. For us, it is also proof that less work does not necessarily mean less performance, but on the contrary can increase motivation, attractiveness and economic success, and not least has a strong and significant influence on the satisfaction of our employees.