Deep working
27/05/25
In an increasingly fast-paced ecosystem, finding time for deep, quality, and uninterrupted work is becoming a rare and valuable experience.
In Italy, 56% of people report feeling stressed due to a lack of time, and one in two complains of a life that is too rushed. 61% say they have little free time, while 46% consider time management a symbol of success. These figures reveal how our society is affected by chronopenia—the constant sensation of not having enough time to do what we want or need to do.
Social pressure leads us to confuse the value of work with its quantity, fueling a culture of hyperproductivity that often results in inefficiency and stress. Stress and work overload are frequently misinterpreted as signs of commitment and professionalism. Many feel compelled to prove their worth through constant availability and visibility. In practice, this mentality results in chronic overload, which gradually undermines mental and physical well-being, increasing the risk of health problems. In Italy, 8 out of 10 people are at risk of burnout, 76% show at least one symptom, and 31.8% report feeling depleted of the energy required to handle complex tasks.
The "always-on" attitude is also linked to the dopamine effect—a neurotransmitter that regulates the sense of gratification and drives us to continuously seek digital stimuli. The constant use of corporate emails, notifications, and chats creates a social media-like addiction, fostering the illusion of productivity while actually fragmenting attention and reducing the ability to focus on high-value tasks. This phenomenon, combined with show-off culture and dysfunctional meeting habits, fuels the desire for external validation, perpetuating an incessant and unproductive work cycle. The consequences are evident: lower individual and collective self-esteem, a deteriorating corporate climate, and organizational instability, with turnover driven in part by a desire to disconnect—now reaching 34% in Italy.
While the consequences of burnout on personal well-being are well documented, its impact on productivity is less visible. The obsession with being constantly active diminishes the efficiency and quality of work due to a lack of time for focused concentration. It is therefore essential to design workspaces that promote focus and thoughtful engagement, and to schedule disconnection periods to ensure the quality of output. Some companies are experimenting with innovative solutions, such as Deep Work Hours—designated times during which meetings and digital interruptions are banned, allowing people to work without distractions.
In Italy, 56% of people report feeling stressed due to a lack of time, and one in two complains of a life that is too rushed. 61% say they have little free time, while 46% consider time management a symbol of success. These figures reveal how our society is affected by chronopenia—the constant sensation of not having enough time to do what we want or need to do.
Social pressure leads us to confuse the value of work with its quantity, fueling a culture of hyperproductivity that often results in inefficiency and stress. Stress and work overload are frequently misinterpreted as signs of commitment and professionalism. Many feel compelled to prove their worth through constant availability and visibility. In practice, this mentality results in chronic overload, which gradually undermines mental and physical well-being, increasing the risk of health problems. In Italy, 8 out of 10 people are at risk of burnout, 76% show at least one symptom, and 31.8% report feeling depleted of the energy required to handle complex tasks.
The "always-on" attitude is also linked to the dopamine effect—a neurotransmitter that regulates the sense of gratification and drives us to continuously seek digital stimuli. The constant use of corporate emails, notifications, and chats creates a social media-like addiction, fostering the illusion of productivity while actually fragmenting attention and reducing the ability to focus on high-value tasks. This phenomenon, combined with show-off culture and dysfunctional meeting habits, fuels the desire for external validation, perpetuating an incessant and unproductive work cycle. The consequences are evident: lower individual and collective self-esteem, a deteriorating corporate climate, and organizational instability, with turnover driven in part by a desire to disconnect—now reaching 34% in Italy.
While the consequences of burnout on personal well-being are well documented, its impact on productivity is less visible. The obsession with being constantly active diminishes the efficiency and quality of work due to a lack of time for focused concentration. It is therefore essential to design workspaces that promote focus and thoughtful engagement, and to schedule disconnection periods to ensure the quality of output. Some companies are experimenting with innovative solutions, such as Deep Work Hours—designated times during which meetings and digital interruptions are banned, allowing people to work without distractions.
New generations are expressing different needs compared to the past. Where younger workers once aspired to work longer hours than their senior counterparts, today the trend is reversed. According to the International Monetary Fund and a Deloitte report, 80% of Generation Z prioritize mental health and well-being, seeking companies that provide psychological support and policies for a better work-life balance. They also expect artificial intelligence to help free up valuable time, supporting a healthier balance between productivity and personal well-being. However, without a company culture that values deep work, AI risks becoming yet another tool to intensify workloads rather than alleviate them. Will we be wise enough to use the time freed by AI effectively?
To restore the practice of deep work, we must break the vicious cycle of being "always connected" and return to the fundamentals of time management. This includes distinguishing between urgent and important tasks, planning effectively, and communicating clear work schedules. Respecting personal time is critical—considering the impact of a message sent on Sunday evening versus Monday morning, or adopting meeting policies that respect people’s time, can make a significant difference. Even small changes—like delayed email delivery during off-hours—can improve time management and support employee well-being. In this regard, companies can adopt tools and methodologies that create protective barriers against continuous distractions, such as quiet zones in offices or formalized rights to disconnect.
Smart working, often confused with simple remote work, can support deep work when managed properly. However, if it leads to more multitasking and simultaneous use of multiple devices, it risks promoting harmful pseudoproductivity. Studies show that multitasking reduces cognitive efficiency and can lower productivity by up to 40% compared to focusing on a single task at a time. Working deeply means rejecting a culture of superficiality, where performance is felt as a "vibe" rather than measured by the ability to produce solid and sustainable results.
Fostering a work culture based on quality rather than the mere quantity of hours worked is essential for both individual and organizational well-being. Promoting conscious time management leads to greater focus, higher productivity, and deeper learning—transforming organizations into healthier, more efficient environments. Only by doing so can we reclaim the value of time and make space for creativity, innovation, and professional growth. Rethinking productivity in these terms is not only essential for personal well-being but represents a competitive advantage for companies seeking to attract and retain talent in a rapidly evolving job market.
Ultimately, it is the pursuit of deep time—free from distractions and aligned with our cognitive rhythms—that can unite generations and shape the future of work.
To restore the practice of deep work, we must break the vicious cycle of being "always connected" and return to the fundamentals of time management. This includes distinguishing between urgent and important tasks, planning effectively, and communicating clear work schedules. Respecting personal time is critical—considering the impact of a message sent on Sunday evening versus Monday morning, or adopting meeting policies that respect people’s time, can make a significant difference. Even small changes—like delayed email delivery during off-hours—can improve time management and support employee well-being. In this regard, companies can adopt tools and methodologies that create protective barriers against continuous distractions, such as quiet zones in offices or formalized rights to disconnect.
Smart working, often confused with simple remote work, can support deep work when managed properly. However, if it leads to more multitasking and simultaneous use of multiple devices, it risks promoting harmful pseudoproductivity. Studies show that multitasking reduces cognitive efficiency and can lower productivity by up to 40% compared to focusing on a single task at a time. Working deeply means rejecting a culture of superficiality, where performance is felt as a "vibe" rather than measured by the ability to produce solid and sustainable results.
Fostering a work culture based on quality rather than the mere quantity of hours worked is essential for both individual and organizational well-being. Promoting conscious time management leads to greater focus, higher productivity, and deeper learning—transforming organizations into healthier, more efficient environments. Only by doing so can we reclaim the value of time and make space for creativity, innovation, and professional growth. Rethinking productivity in these terms is not only essential for personal well-being but represents a competitive advantage for companies seeking to attract and retain talent in a rapidly evolving job market.
Ultimately, it is the pursuit of deep time—free from distractions and aligned with our cognitive rhythms—that can unite generations and shape the future of work.
