The relaunch of Playboy magazine has coincided with renewed interest in the daily routines of successful individuals, prompting reflection on the relationship between working hours and productivity. David Miller, president of the publishing company behind Playboy, announced the magazine’s new direction as “inclusive,” “respectful,” and “modern,” with a focus on “incredible journalism.” Historically, Playboy has gained attention not only for its adult content but also for in-depth interviews with notable figures such as Martin Luther King, Salman Rushdie, Bernie Sanders, and Steve Jobs.

One highlighted example is Ian Fleming, the author of the James Bond series, who described a leisurely workday at his Jamaican home, GoldenEye. Fleming’s routine involved waking at 7:30 a.m., swimming with his wife, having a large breakfast, and working sparingly from late morning until early afternoon before taking a siesta, with additional work sessions limited to an hour in the evening. His day also included snorkelling and social drinks, illustrating a work-life balance quite different from modern expectations of long hours.

In contrast, contemporary business leaders frequently report much earlier starts and longer workdays. John Perkins, joint CEO of Specsavers, noted waking at 3:30 a.m. for Pilates with a Bali-based instructor via Zoom, then managing calls to Australia before arriving at the office by 7:30 a.m., often working until 9:30 p.m. Other executives such as Anne Boden of Starling Bank and Amanda Blanc of Aviva rise between 5 a.m. and 5:30 a.m. to engage in exercise and remote meetings before traditional work hours. Henrik Fisker, founder of Fisker Inc., described working from 4:30 a.m. to 9 p.m., including weekends, though his company went bankrupt a year later.

These early risers evoke comparisons to Benedictine monks, who observe strict prayer schedules beginning as early as 3:10 a.m. The tradition of “offices”—periods of prayer throughout the day—reflects a disciplined routine of duty or service. However, unlike monks whose time is dedicated to religious devotion backed by donations and investment income, modern CEOs answer to shareholders and business demands.

Analysts have questioned whether such extreme schedules correlate with higher productivity. The Resolution Foundation recently reported that UK productivity since 2024 has improved beyond official estimates, but largely due to smarter working rather than longer hours. Critics argue that excessively early starts may signal inefficiency rather than discipline, suggesting that work quality matters more than clocking extended hours.

Some industry observers speculate that leadership behaviors, such as John Perkins’s pre-dawn routines, might be influenced by personal factors, including familial expectations within a family-owned business. Ultimately, shareholders prioritize financial results over specific work habits or hours.

The ongoing debate highlights that while every successful individual’s routine is unique, there is little evidence that extraordinarily early starts or longer days are inherently linked to higher productivity. Instead, a focus on effective and intelligent work strategies appears more crucial to performance and success.