Our working world has been undergoing fundamental change for some time now: what was celebrated yesterday as ‘New Work’ is now only the façade of a much more profound transformation.
We are moving into an era, characterised by vibrant, adaptive and human-centred ecosystems, rather than rigid structures. Work is becoming a space for meaning, resonance and personal development. For Quant, this is not theory – it is reality.
Our journey: from idea to reality
Since 1 January 2024, Quant has been operating on a 36-hour, four-day week. Getting there was not a leap into the unknown, but a carefully planned process. Less time does not mean less performance – quite the contrary. The transition did not go without friction. Busier weeks, new routines, more discipline. But the results speak for themselves: higher employee satisfaction, stronger identification and positive feedback from customers.
What we have learned
The four-day week is not an isolated project, but part of a comprehensive cultural change within our own company. We see it as a testing ground for the future of work. We are focusing on seven key areas of action:
- Flexible working models – more time for employees
- Rethinking leadership culture – from control to trust
- Establishing cross-functional teams – knowledge transfer instead of isolated silos
- Expanding digital infrastructure – AI as a partner, not an adversary
- Transforming corporate culture – resonance instead of pure efficiency
- Promoting competencies – skills first instead of degrees first
- Designing new work spaces – places for encounter and creativity
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 way of working and a FLOW culture. 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.
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 time 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.
Promoting connection, meaning and self-efficacy
The further development of our own organisation is an ongoing process that requires courage and a willingness to change. In future, the emotional productivity of the team will become a key resource. As an organisation, we are called upon to promote resonance – in other words, genuine connection – because our employees seek meaning and self-efficacy in their work and at the same time want to be a living part of the organisation.
People in the team take on new roles and transform themselves into creators and relationship hosts who create psychological security and a culture of trust for employees. In doing so, we are breaking with the previous myth of established leadership structures in the belief that we can and want to master all stages of development in the company or organisation on our own. Our motto is: we work as a team and shape the change in our organisation together with the aim of ensuring the future viability of our own company.