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Even as the right to disconnect movement has picked up steam, true work-life balance is still hard to come by for many employees. Fielding emails and other work-related messages after hours continues to be the norm across workplaces, despite ample evidence that it can contribute to burnout and actually decrease productivity. Part of the issue may be that the average workday is punctuated by a mounting number of drains on productivity. A new report from Microsoft, which compiled input from 31,000 workers across more than 30 countries, sheds light on the scale of interruptions and hurdles workers are currently facing on the job, as well as the degree to which the average workday has stretched beyond traditional business hours. The price of near-constant interruptions While 53% of leaders say they want to see a spike in productivity, the overwhelming majority of employees and managers alikeabout 80% of workers globallyclaim that they don’t have the time or energy to effectively do their jobs. Employees say they are being interrupted near constantly during the workday, juggling emails, meetings, or real-time messages every two minutes. That can amount to 275 daily interruptions on the whole, when taking into account the additional time employees spend on the job beyond standard working hours. In fact, the report also captures a marked increase in the number of pings that workers receive after hours: Chats outside of the 9-to-5 window increased by 15% year over year, yielding an average of 58 messages when tallied over the course of four weeks. An expanding workday Even meetings appear to be happening around the clock, according to the report, in part because so many companies now employ people who are working across time zones. Meetings that take place after 8 p.m. had increased by 16% year over year, and 30% of meetings involve employees in different time zones. Part of this shift could also be driven by the fact that the majority of meetings60%are unscheduled and convened on an ad hoc basis. (Also of note: The number of PowerPoint edits jump by 122% in the 10 minutes leading up to a meeting, a stark contrast to PowerPoint activity in the hours prior.) What could help reduce burnout All this points to a broader disconnect between the business needs of many companies and what their workforce can reasonably accommodate, a strain that both employees and leaders seem to be feeling. According to Microsofts findings, 48% of employees and 52% of leaders claim their workload is chaotic and fragmented. The report makes the case for why companies will need to use AI agents to bridge the gap, and almost half of all leaders have already said using digital labor to augment the existing capabilities of their workforce is a top priority for the next 18 months. But AI alone wont alleviate the many pains of modern work for employees or managersand it certainly wont put a stop to superfluous meetings overnight.
Category:
E-Commerce
Uncertainty over tariffs and an unpredictable trade war is weighing heavily on companies as they report their latest financial results and try to give investors financial forecasts.Some tariffs remain in place against key U.S. trading partners, but others have been postponed to give nations time to negotiate. The tariff and trade picture has been shifting for months, sometimes changing drastically on a daily basis. Those shifts make it difficult for companies and investors to make a reliable assessment of any impact to costs and sales.On Tuesday, Treasury Secretary Scott Bessent said he expects a “de-escalation” in the trade war between the U.S. and China, but cautioned that talks between the two sides had yet to formally start.Here’s how several big companies are dealing with the tariff confusion: Chipotle Chipotle Mexican Grill said Wednesday that its costs are rising due to the tariffs.The Tex-Mex chain said it gets some beef from Australia and packaging from Vietnam, Indonesia and Thailand. It also sources avocados from Colombia and Peru. All are now subject to a 10% tariff.The tariffs may also impact the cost of building new restaurants, since items like shelving and parts for equipment come from China, Chipotle Chief Financial Officer Adam Rymer said during a conference call with investors. But Rymer said the impact of the tariffs on imports from China is harder to predict. This week, Trump administration officials have said they expect a “de-escalation” in the trade war between the U.S. and China.Chipotle reported weaker-than-expected revenue in the January-March period and lowered its outlook for full-year same-store sales.CEO Scott Boatwright said concern about the economy was the “overwhelming reason” consumers reduced their visits to Chipotle during the quarter. That trend has continued through April, he said. Tesla Tesla is in a better position than most car companies to deal with tariffs because it makes most of its U.S. cars domestically. But it still sources materials from other nations and will face import taxes.The bigger impact will be seen in the company’s energy business. The company said the impact will be “outsized” because it sources LFP battery cells from China.The broader trade war could also hurt the company as China, the world’s largest electric vehicle market, retaliates against the U.S. Tesla was forced earlier this month to stop taking orders from mainland customers for two models, its Model S and Model X. It makes the Model Y and Model 3 for the Chinese market at its factory in Shanghai.CEO Elon Musk, an adviser to President Donald Trump, on Tuesday reiterated that he believes “lower tariffs are generally a good idea for prosperity.” But he added that ultimately the president decides on what tariffs to impose. Akzo Nobel The Amsterdam-based maker of paints and coatings for industrial and commercial use said the big risk from tariffs could come in the form of lower demand for its products.The company said almost all sales of finished goods in the U.S. were locally produced, with the majority of raw materials locally sourced.“Over the years, we deliberately localized both our procurement and production in the U.S.,” said CEO Gregoire Poux-Guillaume, in a conference call with analysts. “We also largely run China for China and use the rest of Asia instead as an export base.”The company’s products range from paints and coatings for the automotive industry to the do-it-yourself homeowner. Broader tariffs could squeeze consumers and businesses and hurt sales. Boston Scientific The medical device maker said it expects most of the effecs of tariffs to hit the company during the second half of the year, but that it can absorb the impact.The company raised its earnings and revenue forecasts for the year, despite the tariffs. It estimates a $200 million impact from tariffs in 2025, but said it can offset that through higher sales and reductions in discretionary spending.The company said it has a long-standing supply chain around the globe and has made significant investments in the U.S. Boeing Boeing said much of its supply chain is in the U.S. and many of its imports from Canada and Mexico are exempt from tariffs under an existing trade agreement.The company does have suppliers in Japan and Italy, but it expects to recover those tariff costs. The net annual cost of higher tariffs on the supply chain is less than $500 million.A bigger concern is the potential for retaliatory tariffs, which could impact its ability to deliver aircraft. China, a key target for U.S. tariffs, has retaliated in part by no longer accepting deliveries of Boeing aircraft. AT&T AT&T, like its peers in the telecommunications sector, faces higher costs for cellphones and other equipment.The company said it believes it can manage anticipated higher costs, based on the current pause in some tariffs and its supply chain.“The magnitude of any increase will depend on a variety of factors, including how much of the tariffs the vendors pass on, the impact that the tariffs have on consumer and business demand,” said CEO John Stankey, on a conference call with analysts. Damian J. Troise, AP Business Writer
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E-Commerce
Few periods in modern history have been as unsettled and uncertain as the one that we are living through now. The established geopolitical order is facing its greatest challenges in decades, with a land war in Europe entering its third year and shifting power dynamics upending what were once settled relationships across the globe. The economy is teetering on the edge of recession, with financial markets in chaos, central banks struggling to navigate inflationary pressures, and consumer confidence levels at historic lows. And beneath these more visible disruptions runs a quieter but perhaps more fundamental transformation: the accelerating advancement of artificial intelligence, a technology that is reshaping how we think about work, productivity, and economic value. It is tempting to push aside worries about the future effects of new technologies when we are distracted by the global turmoil that is outside our windows right now. But if we fail to get ahead of the question of how our societies and economies will deal with automation, the consequences may be far more profound and enduring than the crises that absorb us today. The questions of who works, how they work, and whether that work provides dignity and sustenance will ultimately define our economic future more fundamentally than any temporary market correction or geopolitical realignment. Historically, technological advances have led to long-term economic growth and new employment opportunities even when automation has caused short-term job losses. It would be easy to assume that this pattern will be repeated with artificial intelligence. But this would be a grave mistake. When algorithms can learn, create, and act independently, assumptions that have evolved around the automation of mechanical processes can no longer be treated as reliable guides. The Numbers Game One of the reasons things will be different this time is the sheer speed and scale of the transformation that is rushing toward us. Researchers have calculated that 60% of current job roles did not exist 80 years ago, which is already an astonishing fact. Yet AI promises even faster and more profound changes to the job market. Recent projections are sobering: McKinsey projects that 30% of all hours worked in the U.S. could be automated by 2030 Goldman Sachs argues that up to 300 million jobs globally are exposed to automation The IMF suggests that 40% of jobs are at risk globally, rising to 60% in advanced economies And these are just the short-term predictions. In the longer-term, many tech leaders agree with Bill Gates that humans will no longer be needed for most things. So, whats the business as normal prediction? The World Economic Forum offers a more optimistic forecast: While 92 million jobs will be displaced globally over the next five years, 170 million new positions will be created. Not a rosy picture The arguments for the increases in future roles, however, are far from persuasive. The largest area of growth, the report argues, will come in very traditional roles like farm workers, delivery drivers, and food processing workers. Yet these are precisely the jobs that existing technology can already automate. The fastest growing roles, meanwhile, are projected to be in technology, including many new positions for specialists in data analysis, software development, and fintech engineering. But the assumption that AI will create rather than take jobs in these fields is optimistic, to say the least. The real-world data paints a less than rosy picture. For instance, while the U.S. Bureau of Labor Statistics predicts an 18% rise in the number of software developers between 2022 and 2032, recent research suggests that actual numbers in 20222025 figures have declined, with significant falls in both employment and job openings in this field. Waves Not Ripples Even in the best-case scenario where AI increases both overall economic activity and overall employment, major disruptions are inevitable. If millions of low-skilled jobs are soon to be replaced by high-skilled tech jobs, we will need an unprecedented global re-skilling program to ensure that displaced workers can find new roles. Without this, we risk abandoning millions of workers, and it is no exaggeration to suggest that the social and political effects of such a move will be catastrophic. Western nations are still struggling to adapt to the collapse of traditional manufacturing industries. A new employment crisis for those who already have the fewest prospects will be devastating. Yet there are few signs of any kind of organized response at the governmental level. In the worst-case scenario, these social waves will become a tsunami. Rapid automation causing widespread unemployment could trigger the kind of unrest that destroys communities and topples governments. A generation of jobless, purposeless youth unable to secure entry-level roles because the only remaining human positions require experience and expertise will pose a grave geopolitical threat. Macroeconomically, excessive automation risks create a dangerous demand deficiencya situation in which our economy can efficiently produce more goods and services than an ever-shrinking base of employed consumers can afford to purchase. This creates a paradox for businesses rushing to automate: the very efficiency gains they seek might ultimately undermine their markets. Machines don’t purchase smartphones, subscribe to streaming services, or buy homes. Humans do. When companies optimize for efficiency without considering employment, they may inadvertently be sabotaging the consumer spending ecosystem that sustains them. If AI causes sustained unemployment, the resulting drop in aggregate demand wont just harm individual businessesit could trigger a deflationary spiral that threatens the stability of the entire economy. Democratizing Responsibility Automation isnt inherently neative. Just as previous technological advances freed us from hard and dangerous physical labor, AI has the potential to relieve us of many routine burdens that stand in the way of true human flourishing. But it can only fulfill this promise if it is thoughtfully integrated into our lives and societies. In theory, governments could mitigate the economic risks through regulation. But history suggests that regulatory frameworks rarely keep pace with technological revolutions. We cannot wait for top-down solutions to emerge. Instead, we need to democratize both responsibility and leadership when it comes to managing the pace of automation and protecting the social and economic foundations on which we all depend. Businesses have a crucial role to play in this process. They must adopt regenerative leadership that looks beyond short-term efficiency gains and instead considers the long-term sustainability of the broader ecosystem. Leaders must recognize that their employees aren’t merely replaceable resources but also consumers driving economic demand. This requires shifting from traditional thinking that focuses on quarterly results to systems thinking that considers long-term economic sustainability. Companies that embrace this responsibility will implement automation strategies that enhance human potential through: Preserving entry-level positions. Companies must maintain some starter roles to develop skilled workers, even when automation seems more efficient. Re-skilling and workforce transition programs. Corporations should fund upskilling initiatives to help displaced workers transition into new roles, such as managing and curating the workflows of AI agents. Recognizing societal interdependence. Businesses exist within communities in which employees and customers form an interconnected system, and that system will break down if customers lack jobs. A holistic view of this symbiotic relationship between companies and the markets they serve will be essential in the AI age. Choosing Our Future The AI revolution presents us with a critical choice between unchecked automation and thoughtful implementation. Each business decision today will shape our collective future. By prioritizing human well-being alongside innovation, responsible leaders won’t just be protecting their own customer basethey will be contributing to the resilience of our entire economic system. The future belongs not to those who automate fastest, but to those who navigate this transition with wisdom, treating AI as a tool for augmentation rather than replacement, and recognizing that true prosperity requires both technological advancement and human flourishing.
Category:
E-Commerce
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