You see, European startups are wading into a contentious European debate. They are still addressing China’s problematic work culture of “996”— i.e., the expectation to work 9 a.m. to 9 p.m. six days a week. The fiction convincing market participants to focus on the short term is pervasive across many global markets. Entrepreneurs and their VCs in Europe are collectively fighting against this harsh work culture. This discussion gained momentum following comments from influential figures regarding the implications of overwork on both employee wellbeing and business sustainability.
And it’s no wonder major tech companies such as Alibaba and TikTok’s parent company, ByteDance, have embraced the “996” work culture widely practiced in China. This practice has led to considerable public outrage in China in recent years. In response, protests have sparked nationwide as workers take a stand against the harmful impacts of a workaholic culture. In Europe, the response to this model reflects a stark contrast to the pressures often felt in the Chinese market.
Sebastian Becker, a Berlin work representative, in reply to German Chancellor Friedrich Merz’s latest proposal to abolish the eight-hour day. He claimed that this amendment fails to do enough to safeguard workers’ rights as they change. He fearlessly proclaimed, “Your 40 hours a week won’t get it done!” He underscored the need for a deeper understanding of work-life balance that focuses on the health of employees and increasing productivity.
For example, Noa Khamallah, for one, is a deep believer in “there is no 996.” He posits that this ethos conflicts with the European outlook and regulatory structures. She pointed out that Europe’s most successful companies such as Spotify and SAP are not the result of countries working their people to death. Rather, they succeed by developing inclusive, sustainable cultures of innovation.
Dama Sathianathan agreed with this approach, warning against prescribing strict working hours which might put workers’ health at risk. She noted, “Optimizing labor doesn’t always lead to better productivity or help with differentiating from other companies long-term if you’ve made work devoid of meaning.”
The conversation equally revealed generational differences in how people perceive work. As Jas Schembri-Stothart recently wrote, members of Gen Z and millennials have “little patience” for toxic hustle cultures. They can tolerate overwork for a little while, but that quickly leads to churn and bitterness. “With Gen Z and younger millennials, there’s much less tolerance for toxic hustle cultures,” she remarked.
Early-stage, passionate startups in Europe are increasingly influenced by the 996 culture. Truth be told, many of these teams already live this lifestyle without knowing it under the radar and Nina Mohanty wants to help change that. She warned of “lasting effects and unintended consequences” that aggressive overwork can impose on team dynamics and overall productivity.
Meanwhile European founders are flourishing despite pressure for a 996-style work culture. They’re creating thriving companies without leaning into the hustle trap. Suranga Chandratillake emphasized that Europe has given birth to a number of decacorns over the past few years. Interestingly, Klarna and Revolut really took advantage of people-first culture to stay grounded while building up.
Chandratillake further commented on the outdated views surrounding the 996 culture, stating, “It’s about a fetishization of overwork rather than smart work…it’s a myth.” He believes that European startups should focus on access to essential resources, like funding, talent, and support, to foster innovation and scalability effectively.
Sarah Wernér added another layer to the conversation by suggesting that a competitive landscape could paradoxically benefit from a focus on quality over quantity. She stated, “Personally, I hope my competitors are doing 996. It makes poaching great people a lot easier when they decide they’ve had enough.”
European founders are excited to inject a new energy and enthusiasm into workplace culture. They want to focus on wellbeing, but not at the expense of ambition and growth.