Most workplaces still organize time the same way they did generations ago, even though the work itself looks nothing like it used to. Do More in Four starts by questioning that mismatch. The book follows organizations that treated the workweek as a design choice and tested shorter schedules in real operating conditions. Inside those trials, priorities shifted, meetings were rethought, and productivity was measured differently. Rather than arguing for change in the abstract, the book shows what happens when a long-standing default is put under real pressure.