Workplaces that foster innovation are not only more adaptable, but also more motivating, as employees feel empowered to take initiative, experiment with ideas, and contribute meaningfully
A new study has revealed that working long hours can lead to physical changes in the brain, reinforcing growing concerns about the toll of excessive work on mental health. Researchers from Yonsei University in South Korea found that individuals working more than 52 hours per week exhibited significant structural differences in areas of the brain associated with problem-solving, memory, executive function, and emotional regulation.
The study examined 110 health workers, 32 of whom were in the overworked category. Interestingly, those working excessive hours were often younger and more highly educated than their peers working standard hours. Yet, the impact of long working weeks was visibly evident in MRI scans, which showed structural changes tied to stress and cognitive fatigue.
“The results underscore the importance of addressing overwork as an occupational health concern,” the researchers noted. “These findings highlight the need for workplace policies that mitigate excessive working hours and prioritise employee well-being.”
The findings come at a time when global workplaces are undergoing a cultural shift. According to a new report from Great Place To Work, burnout rates have dropped significantly—from 35 per cent to 22 per cent—as organisations increasingly embrace innovation as a daily practice.
The report draws a strong link between innovation and lower burnout, suggesting that environments where creativity and collaboration are encouraged help buffer the effects of job stress. Innovation, it argues, should not be limited to occasional brainstorming sessions or hackathons, but become part of the workplace DNA, integrated into decision-making, teamwork, and problem-solving.
Workplaces that foster innovation are not only more adaptable, but also more motivating, as employees feel empowered to take initiative, experiment with ideas, and contribute meaningfully. These factors, the report concludes, lead to higher engagement, better retention, and reduced stress.
However, access to innovation opportunities is not equally distributed. The report found that 47 per cent of men have access to innovation at work, compared to 39 per cent of women. The gap widens with seniority—57 per cent of senior managers and 50 per cent of employees with over 10 years of experience reported regular involvement in innovative practices.
The report also identified five drivers of innovation in successful companies:
1.Genuine care for employees, fostering psychological safety and creative confidence.
2.Recognition of employee achievements, promoting a culture of continuous improvement.
3.Diversity in hiring, which brings in a variety of perspectives and ideas.
4.Leadership development, empowering innovation at every level.
5.Active listening to employee feedback, building trust and dynamism.
Conversely, the top barriers to innovation included lack of recognition, isolation between teams, fear of speaking up, overemphasis on policies, and limited investment in employee learning and growth.N Together, these findings illustrate a crucial truth: while overwork can harm brain health and performance, fostering a culture of creativity, care, and inclusion can not only reduce burnout but also strengthen long-term organisational success. The challenge for employers now is to balance ambition with sustainability, ensuring people thrive—not just survive—at work.
