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China’s 996 model – 9 a.m. to 9 p.m., six days a week – was sold as a path to speed, discipline, and dominance. In reality, it became a case study in how overwork corrodes the very foundation of business success.

People can push themselves for a while, but there’s a ceiling. Past a certain point, more hours don’t mean more output — they mean more fatigue, more mistakes and more medical leave. The research is consistent: long hours shorten careers and lives. The toll isn’t metaphorical. It’s physical, measurable and permanent.

On paper, 72-hour weeks look like commitment. In practice, they deliver shallow engagement and sloppy execution. Companies eventually discovered that an army of burned-out employees doesn’t innovate, doesn’t solve problems creatively, and doesn’t stay long enough to compound skills. The “hustle” turned out to be theater — activity mistaken for achievement.

Younger workers in China have already begun rejecting this model, treating it as outdated and exploitative. In the U.S., where talent mobility is even higher and employee voice carries weight, a 996-style culture would repel the very people companies most need. Burnout doesn’t just hurt performance — it erodes employer brand, drives attrition and makes recruitment more expensive.

China’s own tech giants are backing away. Midea shuts down offices early. DJI enforces lights-out rules. Not because they grew soft, but because the numbers didn’t add up. Overwork drained productivity, wrecked culture and bled talent. If the birthplace of 996 is walking it back, adopting it in the U.S. would be more than misguided — it would be self-sabotage.

High performance doesn’t come from pushing people to the breaking point. It comes from clarity, focus and systems that let people perform at their best without sacrificing their health. Companies that understand this build cultures where people want to stay — and where innovation compounds.

996 isn’t just a bad idea for China. It’s a warning shot for the U.S.: overwork isn’t competitive advantage. It’s competitive decline disguised as discipline.

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Jaime Raul Zepeda is executive vice president, principal consultant for Best Companies Group and COLOR Magazine, part of BridgeTower Media.

Wondering whether your organization is on the right path to win? Talk to us at Best Companies Group so we can analyze your organization’s health, your team dynamics, and your leadership’s effectiveness. We’ve helped over 10,000 companies understand and improve their workplace using data-driven strategies. Send me a note at [email protected].