How Publicis built a more sustainable, higher-performing hybrid team

The Challenge

The PMX Precision team in Asia was operating under intense client pressure while working remotely across different time zones.

The team was expected to maintain high levels of productivity while people were also dealing with isolation, limited working space, family demands and an increasingly blurred boundary between work and home.

The effect was significant.

An always-on, client-first culture meant many people were working with Europe late into the evening and North America early in the morning.

Sleep, recovery and personal wellbeing were increasingly being sacrificed in order to keep delivering.

The concern was not commitment. The team was highly committed. The question was whether that level of effort could continue without damaging performance, engagement and retention.

Understanding What Was Driving Performance

The work involved the entire 26-person team, from Managing Director through to personal assistant.

Rather than simply asking people to work less or become more resilient, OwnLife helped the team understand the human-performance factors affecting how they were working.

The combination of individual insight and structured reflection created space for people to recognise the relationship between their own behaviours and their ability to perform consistently.

A critical realisation emerged: Looking after personal performance was not in conflict with serving clients.

It enabled people to serve them better.

The Results

The changes went beyond short-term productivity.

Participants began putting clearer boundaries around work and paying greater attention to sleep, nutrition, exercise and creating mental space.

The result was improved form, productivity and engagement, with performance becoming more consistent and sustainable.

"The Programme has been a real game-changer for me. My output is up twofold, not just one day but everyday." Akshay Sharma - Senior Account Manager

From Always-On to Sustainable Performance

The most important shift was behavioural.

People recognised that continuously sacrificing recovery in order to deliver was ultimately counterproductive. By understanding what influenced their own performance, the team became better able to make deliberate choices about how they worked.

That created a stronger foundation for sustainable productivity in a remote and internationally connected environment.