How Gen Z are stealing back time from their corporate jobs
I settle at my office desk at 9am and smugly look at my colleagues wiping sleep from their eyes. What they don't know is that between the hours of 4.45am and 8.30am this morning, I went to the gym, meditated, meal-prepped my lunches, worked on my side hustle, wrote in my gratitude journal and read a chapter of a self-help book. I even listened to a productivity podcast on my commute. I'm fulfilled, energised and comfortably in the swing of my day.
My mornings are typically lazy, but not today, because I'm testing the viral 'five-to-nine' routine, which sees corporate Gen Z-ers document themselves — either before work from 5am to 9am or after work from 5pm to 9pm — performing an action-packed step-by-step wellness programme made up of exercise, personal growth work, meal-prepping, skincare and side-hustling. These routines are regimented and seem strenuous, but they have a huge appeal: the five-to-nine video style has been replicated by thousands of creators online, with the hashtag #5to9routine having 35 million views on TikTok alone. Under this tag, you'll find thousands of Gen Z workers showing how they reclaim their time – and their personalities — back from their corporate jobs.
Gen Z's interest in maximising productivity in these four golden hours has taken inspiration from the rise of the '5am club' — a special group of uber-productive superbeings who celebrate the benefits of rising at dawn. Sure, people have always been early risers (famed Vogue editor Anna Wintour, obviously, is one of these people) but the very act of waking before the rest of the world is increasingly common, with celebs including Jennifer Aniston, Mark Zuckerberg and Michelle Obama all claiming to be members of the club. There's also Gwyneth Paltrow, whose morning routine consists of a 30-minute tongue scrape, Ayurvedic oil pull, a 20-minute transcendental meditation and a dance workout. The meeting point between productivity and wellness has risen in popularity as a cultural phenomenon in recent years, thanks to bestselling self-help books including Robin Sharma's The 5am Club, Hal Elrod's The Miracle Morning, Adrienne Herbert's Power Hour and James Clear's Atomic Habits. You can see the same thing happening with the 5pm club, too, who use their evenings to maximise their wellness through the act of winding down mindfully yet efficiently.
Any mere mortal who may prefer to doomscroll in bed each morning or binge Love is Blind in the evenings may feel ashamed when faced with the five-to-nine trend. Ketki, a 24-year-old analyst for a tech policy firm, is one of them. These videos make her feel inferior to her corporate peers. 'I watch these videos and feel inadequate,' she says. 'Everyone seems to be running marathons or balancing some sort of creative pursuit alongside their jobs, and I watch these videos and feel a weird pressure like... am I going to be left behind?'
The five-to-nine lifestyle appeals to Ketki because she also desires to regain control of her life outside of work — it's just an impossible balance to strike. She graduated from studying classics at a Russell Group university in 2022 and began her first graduate role a year and a half ago. But adjusting to the demands of a full-time job was more difficult than she imagined. 'When I joined my job, I got this weird feeling of wanting to reclaim my personality,' she explains. 'Corporate takes so much from you and you have to be switched on all the time. You have no time to go outside, get a full lunch break. I always work through lunch.' A huge part of adjusting to having a full-time job was mourning the open-ended free time that she had become accustomed to as a student. 'At university, you get to see friends or do a sport — things you just don't get out of a corporate job. Now I'm working, it almost feels like you have to sustain the lifestyle you had before but just squeezing it into those two gaps before or after work.'
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Campaign ME
11-06-2025
- Campaign ME
‘Luxury has always been a reflection of cultural aspiration'
Luxury has always been a reflection of cultural aspiration. It tells us what people value, what they dream of, and how they want to be seen. But as the world evolves, so do the codes of luxury. According to the recent HAVAS Prosumer Report, the global luxury sector is undergoing a shift driven by a new generation of discerning, emotionally aware and digitally fluent consumers. These audiences are not rejecting luxury – they are reshaping it. The rules are changing. Desire is still at the core, but what defines that desire now looks very different from even five years ago. Consumers are choosing intimacy, meaning and craftsmanship over spectacle There was a time when luxury meant being loud, visible and status-forward. Today, the appeal of subtlety is rising. 61 per cent of prosumers – early adopters and influential tastemakers – say true luxury is defined by products that only a few people can recognise. This marks a major cultural shift. For this audience, value lies in what is understood, not what is flaunted. Craftsmanship, heritage and authenticity now carry more weight than logos. Three out of every four prosumers say they buy luxury to celebrate high-quality craftsmanship. They are choosing products not because they are trending, but because they stand the test of time. It is less about being first and more about being meaningful. Luxury brands that win today are those that build long-term value. They invest in quality, offer cultural credibility and focus on the art of creation over the volume of consumption. This return to thoughtful production is not nostalgia – it is a recalibration of what matters. Gen Z expects luxury to inspire, reflect values and connect emotionally No group is driving this transformation more than Gen Z. They are young, but they hold disproportionate influence across fashion, culture and commerce. And they are approaching luxury from a very different place. In the HAVAS Prosumer Report, 100 per cent of Gen Z respondents said luxury is important because it helps them dream. That insight alone reframes the role of luxury in their lives. For this generation, luxury is not just about ownership. It is about escape, storytelling and emotional connection. Whether through a product, a campaign or a digital moment, they expect luxury to spark something personal. Gen Z is highly exposed to trends – 75 per cent say they are influenced by social media – but they are also critical of what they engage with. They look for authenticity and are quick to detect when brands are performative. They expect companies to take clear stands on social and environmental issues. And they will walk away if those beliefs are not consistent. This is where purpose becomes essential. For Gen Z, luxury needs to stand for something. Aesthetics alone are not enough. They want beauty with substance and storytelling with values. Brands must now be culturally aware, emotionally intelligent and ready to be held accountable. Access is expanding; brand universes matter more than ever While the desire for luxury remains strong, the way people access it is shifting. Second-hand and resale, once seen as secondary, have become central to how consumers engage with high-end goods. 73 per cent of prosumers say they would love to learn the backstory behind a second-hand item and 75 per cent want brands themselves to curate these resale experiences. This is not about affordability – it is about depth, sustainability and individualism. At the same time, digital engagement is no longer just a nice-to-have. It is where many luxury journeys begin. Consumers are not looking for just a product page. They want digital spaces that reflect the brand's world – from immersive showrooms and storytelling platforms to exclusive content and behind-the-scenes access. Luxury has always been a reflection of cultural aspiration. It tells us what people value, what they dream of, and how they want to be seen. But as the world evolves, so do the codes of luxury. Nearly three in four prosumers say they would pay for exclusive digital content from a luxury brand. That alone signals a major shift in how people want to engage. More broadly, consumers are no longer satisfied with a single product. They want to live inside a brand's universe. More than 80 per cent of prosumers say they love when brands move into new arenas, from hotels and restaurants to home design and experiences. This expansion is not about diversification. It is about immersion. In the Middle East, where luxury is deeply tied to culture and lifestyle, this rings especially true. Regional audiences are increasingly looking for experiences that feel tailored and local. It is not enough for a brand to simply show up. It needs to speak the language – of taste, of heritage and of place. Luxury is no longer just a product – it is a philosophy and a a reflection of cultural aspiration The consumer of tomorrow is emotionally aware, socially conscious and culturally confident. They are not just buying luxury. They are interpreting it, curating it and shaping it. To earn their loyalty, brands need to move beyond price points and prestige. They need to offer meaning, create immersive stories and reflect the values of their audience. The future of luxury will not be driven by how much a brand can sell. It will be defined by how deeply it can connect. By Dana Tahir, CEO, HAVAS Red Middle East
Campaign ME
11-06-2025
- Campaign ME
Relevance is the real luxury
Luxury is no longer just a product – it's a cultural conversation. And in the Middle East, that conversation is evolving faster than ever before. Traditionally associated with exclusivity, status and craftsmanship, the luxury industry is now navigating a more complex world. Today's consumer, particularly in the GCC, is younger, digitally fluent and culturally aware. They are not just buying into a brand – they are buying into a set of values and experiences that reflect who they are or aspire to be, making relevance more critical than ever. This shift is prompting client-side marketers to ask important questions: What does luxury mean to the next generation? How do we build emotional connection while preserving brand mystique? And how can we remain aspirational in a region where attention is fleeting? Here are four key challenges – and priorities – that premium brands must address to stay relevant in this dynamic landscape. From exclusivity to cultural relevance The traditional codes of luxury – heritage, craftsmanship and rarity – still matter, but they're no longer enough. In the Middle East, where identity and self-expression are increasingly individualistic, brands must rethink what exclusivity looks like. Younger audiences, particularly Gen Z, value purpose over pedigree. They expect brands to stand for something meaningful and reflect the diversity of their lives. A brand that once built desire through scarcity may now find more success by creating culturally relevant limited editions or partnering with local artists who offer fresh perspectives. Our own journey reflects this evolution. Since 2021, we've repositioned the brand toward a more luxury direction through major rebranding – from retail and packaging updates to a refined colour palette and a clearer, purpose-led identity. These moves were more than cosmetic – they marked a strategic shift to align with changing consumer expectations. Cultural relevance also means showing up authentically. That's why we've launched regional campaigns around key moments like Ramadan and collaborated with talents such as Laila Abdullah, fostering emotional connection through local storytelling. Rethinking the retail experience Despite the digital shift, physical retail remains central in the Middle East. Malls are more than shopping centres – they're lifestyle hubs. Consumers want more than transactions; they seek immersive, personalised experiences. Luxury brands must reimagine retail as an experiential space. This includes seamless integration between digital and physical – apps with VIP concierge services, AR tools in fitting rooms and loyalty programmes offering exclusive access. 'Luxury marketing isn't just performance-driven; it's perception-driven.' We recently brought this to life with the global launch of our Arianna collection, which featured a high-impact event and a Burj Khalifa takeover. This wasn't just about buzz – it created a culturally relevant moment that reinforced brand positioning and drove awareness. However, many brands still struggle with fragmented omnichannel strategies. CRM systems aren't always aligned with local behaviours and store teams may lack the training to deliver high-touch service. Solving this isn't just about tech upgrades – it's a mindset shift toward holistic client engagement. Bridging the talent and execution gap Another challenge is the disconnect between global strategy and local execution. Headquarters may set the vision, but local teams are the ones who bring it to life in culturally meaningful ways. The problem? There's a shortage of senior marketing talent in the luxury space who can blend global brand thinking with regional nuance. Agencies, too, are often stretched thin, with roles focused more on adaptation than innovation. To overcome this, brands must invest in building empowered in-market teams – marketers who think strategically, not just tactically. At the same time, agency relationships must evolve into co-creative partnerships that go beyond execution. Tracking desirability, not just visibility In the world of luxury, success isn't just about being seen – it's about being desired. At Swarovski, desirability is one of our key metrics. While performance indicators like reach and engagement offer a snapshot of campaign visibility, they don't fully capture the strength of emotional connection or long-term brand equity. Especially in premium markets like the Middle East, it's not enough to generate noise – we need to cultivate aspiration. That's why regional teams must push for frameworks that assess brand love, emotional resonance and cultural relevance – factors that build true affinity over time. It's about understanding how our brand is perceived, how it makes people feel and how meaningfully we show up in their lives. Luxury marketing isn't just performance-driven; it's perception-driven. And that calls for deeper, more nuanced metrics that reflect lasting impact – not just campaign visibility. The way forward is relevance The Middle East is not just a luxury growth market – it's a trendsetter. With its young, affluent population and appetite for innovation, it's fertile ground for bold, thoughtful brands. But relevance won't come from repeating global playbooks. It requires listening deeply, acting nimbly and marketing with both heart and context. For client-side marketers, the task is clear: lead with empathy, localise with integrity and remember – in luxury, the smallest details often speak the loudest. By Sarah Dja Yahia, Head of Marketing ME, SEA and India, Swarovski
Campaign ME
09-06-2025
- Campaign ME
JD Sports and adidas lead with local culture in their ‘SMU campaign'
JD Sports fashion and adidas' partnered for a nostalgic campaign driven by culture-first storytelling and a clear goal to connect with the region's youth through an authentic lens. This campaign brought the story closer to home. 'Our insights highlighted the strong performance of localised campaigns in the region, consistently showing deeper consumer engagement and stronger results. This reinforced the importance of crafting a narrative rooted in local culture – something that feels familiar, authentic, and relevant to our audience,' said Eugene Karasev, adidas Senior Brand Director, EMC. As a result of this approach Mehak Nanda, Brand Marketing Manager, GMG found that, 'The campaign sparked a sense of nostalgia among younger audiences, even those who hadn't grown up in Dubai, highlighting how shared cultural aesthetics across the Middle East can create emotional connections across generations.' The campaign rollout spanned JD's social platforms, META ads and in-store touchpoints, including digital screens and POSMs across the UAE, Saudi Arabia, Egypt, Bahrain and Kuwait. It targeted Gen Z and young adults (ages 13–30) in the UAE, especially those passionate about streetwear, sneaker culture, and lifestyle fashion, with a strong inclination toward brands that reflect their identity and environment. Many are digital natives who value authenticity over aspiration. The creative approach reflects that energy. To bring the story to life, the team developed 'The Neighbourhood' – a fictional but familiar setting inspired by youth culture in the region. Shot in a heritage-style Dubai neighbourhood, the visuals capture raw textures and tones that feel culturally rooted and visually compelling. The storyline follows a local artist navigating the city in standout adidas sneakers, crossing paths with a cast of creatives who appear throughout. The campaign zeroes in on JD's exclusive styles – known as SMUs. 'The narrative was shaped by the first-hand stories and lived experiences of third culture kids – those who grew up in old Dubai, spent time in its backstreets, and witnessed the city evolve around them. This was a passion project and a localised campaign launch fuelled by memory, community, and a genuine desire to portray the region in its truest form,' says Nanda. View this post on Instagram A post shared by JD Sports Middle East (@jdsportsme) Influencers were carefully selected for their connection to local communities and relevance within the adidas originals universe. The campaign featured a mix of regional micro-influencers – from artists and athletes to fashion creatives – selected for their genuine ties to community and culture. The result was bold, energetic content that reflected the sneaker culture through the lens of music and sport as well as regional identity. 'Influencer marketing played a key role in the campaign. The cast featured a curated group of local micro-influencers – spanning music, fashion, and multisport – who are well-known within their communities. These talents were chosen not only to reflect adidas Originals' deep ties to culture and creativity but also to ensure the campaign felt grounded in the region, bringing an added layer of authenticity and local relevance to the storytelling,' said Karasev. 'We handpicked a diverse mix of talent from the local community – it wasn't about influencer reach but about authentically highlighting JD's connection to music, fashion, and art in the region. We also created some fun behind-the-scenes content, styling reels, and location shoutouts (rolling out soon!) to further amplify the community-first message,' says Nanda. At the same time, the partnership focused on converting that awareness into sales by creating demand through impactful, locally resonant storytelling. According to Karasev, the primary goal of the campaign was to drive awareness around adidas and JD exclusives, positioning them as must-have drops within the region. 'The campaign was driven by JD's reputation for exclusive product offerings – known as SMUs – which are spotlighted through their signature 'Only at JD' callouts. These styles are central to JD's global and regional success and consistently resonate with consumers, yet there's often limited content to support them,' says Karasev. 'With both JD and adidas' growing footprint in the Middle East, this partnership presented a timely opportunity to spotlight adidas SMUs through a fresh, localised lens. The goal was to craft premium, bespoke content that not only captures the essence of both brands but also speaks directly to our regional audience. By delivering an always-on content approach across our partner's channels, the campaign reinforces the message of exclusivity while driving demand and differentiation in a highly competitive market,' said Karasev. 'Rooted in the streets of our region, it brings together adidas Originals' spirit of individuality with JD's 'King of the Streets' attitude,' says Nanda. The campaign is currently live across all JD stores and will run until the end of June 2025. It was launched across JD's social channels, META ads and in-store platforms, including POSMs and digital screens across key regional markets – UAE, Saudi Arabia, Egypt, Bahrain and Kuwait. 'While the campaign is still live and the full report is in progress. We're primarily tracking reach and sell-through as key performance indicators,' said Karasev. As the market continues to demand deeper, more meaningful connections, this campaign suggests one thing loud and clear – when it comes to exclusivity, context is everything.
