L&T Chairman SN Subrahmanyan found himself at the epicenter of a controversy over his comments advocating for a 90-hour workweek. His comments about working on Sundays have drawn flak from many quarters.
In a conversation with a media house, Bajaj Auto Managing Director Rajiv Bajaj has effectively reframed the discussion from quantity of work to quality of outcomes. His response offers valuable insights into evolving workplace dynamics and leadership philosophies in modern India.
Also read: Work Hard, Earn Big: L&T Defends Chairman’s 90-Hour Workweek
It’s About Leading by Example
Bajaj’s most powerful counterpoint comes through his “let it start from the top” challenge, effectively highlighting the disconnect between leadership rhetoric and ground reality.
Calling for company head honchos to walk the talk, he said, “Let it start from the top, and if find that it works as a Proof of Concept, then implement it further down.”
By suggesting senior management should first demonstrate the viability of extended work hours, Bajaj diplomatically questions the practicality of such demands while emphasizing leadership accountability.
Rather than directly opposing Subrahmanyan’s position, Bajaj strategically shifts the conversation by labelling hour-based productivity measurements as “archaic and regressive.” This positions him as a forward-thinking leader while advocating for more sophisticated approaches to workplace effectiveness. His emphasis on qualitative aspects over quantitative metrics resonates with modern management philosophies.
Humanizing the Workplace
Bajaj strengthens his argument by referencing his company’s early adoption of Work From Home policies in 2018, pre-dating the COVID-19 pandemic. This establishes his credibility as a leader who embraces progressive workplace practices based on results rather than traditional conventions.
Perhaps most significantly, Bajaj introduces the concept of “wholesomeness of life” into the discussion, acknowledging that employees are “human beings, not robots.” This humanistic approach stands in stark contrast to Subrahmanyan’s controversial remarks about employees’ home life, positioning Bajaj as a more empathetic and modern leader.
Bajaj’s response demonstrates several key leadership principles, such as the importance of leading by example rather than mandate, and the need to evolve beyond traditional productivity metrics. Moreover, as the world moves towards striking a greater work-life balance, comments such as SN Subramanyan’s ring hollow, with several corporate leaders pooh-poohing his comments.
Creating Progressive Workplaces
As India Inc. grapples with questions of workplace culture and productivity, Bajaj’s call for a “kinder, gentler world” may well represent the future of corporate leadership. His emphasis on quality over quantity challenges organizations to rethink their approach to productivity and success metrics in an increasingly complex business environment.
Rajiv Bajaj’s measured response not only addresses the immediate controversy but also advances a broader conversation about the future of work in India. By focusing on qualitative improvements and human-centric approaches, he presents a vision of workplace culture that aligns more closely with global best practices and emerging trends in organizational management.
