While the debate over extreme working hours hit India last year when Infosys co-founder Narayana Murthy’s push for young professionals to embrace a 70-hour work week left many netizens divided, a punishing, hyper-intense working schedule known as ‘996’ is now sweeping through global tech hubs. Known simply as ‘996’, has emerged as a symbol of intense commitment in the world’s competitive tech industries. Pronounced /nīn-nīn-siks/, this number combination means working from 9 a.m. to 9 p.m., six days a week, adding up to a staggering 72 hours per week.

This practice, which many deem a guaranteed recipe for burnout, first took root in China’s fast-paced technology sector. The consequences were so severe, provoking mass protests and even being linked to tragic deaths, that Chinese authorities sought to curb the practice in 2021. They issued a ruling that prevented employers from forcing employees to adopt this 72-hour week, reminding companies that the standard legal working week is 44 hours.

Why is this tough culture spreading West?

Despite the clear dangers identified in its birthplace, the ‘996’ work ethic has now leapt across the globe, establishing a strong presence in America’s Silicon Valley. Experts note that this level of intensity is not entirely new to the region; the culture has long demanded an intense, even 'religious', devotion to the job,

However, the trend is being amplified now due to two key factors: the intense craze surrounding artificial intelligence (A.I.) and a general feeling of instability within the industry. The massive investments currently flooding into A.I. make the future financial rewards—or ‘riches’—all the more tempting for those willing to work non-stop. Furthermore, after several years of layoffs and shifting market conditions, tech professionals may feel insecure, leading them to signal their seriousness by embracing the ‘996’ approach. This aligns with a new "hard tech" era where extreme hours are becoming the accepted norm.

How are companies adopting the 996 mindset?

Evidence suggests that companies are being increasingly open about expecting this level of dedication. Some recruitment firms openly ask candidates if they are ready for the 996 schedule before arranging interviews. Start-ups now list 70-hour minimum workweeks right in their job descriptions.

In some cases, firms are explicitly rewarding this intense commitment. One telehealth company offered employees who voluntarily committed to the ‘996’ an incentive of a 25 per cent pay rise and a 100 per cent increase in equity. 

It is important to understand the social cost of this ‘hustle culture’. By demanding non-stop labour, this trend risks excluding talented individuals who have crucial caregiving roles or other responsibilities outside of work, thereby maintaining a less diverse industry. While the pursuit of success might justify the long hours to some, the high price of burnout, which carries significant economic costs, is a crucial concern as this punishing trend continues to grow.