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Forbes
3 days ago
- Business
- Forbes
Three Digital-First Steps To Strengthen Business Resilience
Rob Lydic is president of Wavelynx, a provider of interoperable and secure access control solutions. The global workplace appears to be at a critical turning point, as seen by the staggering decline in employee engagement since the pandemic. As Gallup experts highlight in the latest State of the Global Workplace report (download), employee engagement fell from 23% to 21% between 2023 and 2024, matching the two-point drop companies observed during the Covid-19 lockdowns. This has led business leaders in all industries to rethink their workforce strategies, with some urging employees to return to the office to help remedy the issue. But there's a downside to return-to-office (RTO) mandates: Forcing employees to return full time may reduce their remote readiness during unexpected events. Some may lose the confidence and best practices gained over the past few years that once made remote work successful. This tension between engagement and preparedness points to a deeper issue: business resilience. As RTO mandates, remote work and hybrid working models collide, companies must focus on their ability to adapt, continue operations and stay secure in the face of constant change. One way businesses can strengthen resilience is with digital-first security strategies and technology. If that's your focus, consider the following three building blocks: Protecting data and assets is a core part of any organization's physical security strategy, and it's just as essential to long-term business resilience. As companies adjust to changing attendance patterns brought on by hybrid work, modern access control systems can provide one line of defense. Traditional physical key fobs or cards can be easily cloned, lost or stolen. I've also heard from clients that older systems are costly to repair, upgrade and maintain. For leaders focused on making hybrid work sustainable, investing in smarter access control technologies can lower costs and bolster security and control. Here are a few worth considering: • Smart cards with RFID or NFC technology have "an embedded integrated chip that acts as a security token." These physical cards can store encryption keys and digital certificates and exchange data with card readers and other systems. They can also help managers track time and attendance, but most importantly, they're designed to be tamper-resistant. Compared to traditional key cards, smart cards provide secure and auditable security and can help leaders better understand the daily running of the business. • Biometric authentication is a security method that relies on the unique biological characteristics of employees to verify their identity. This security process is usually more secure than traditional forms of multifactor authentication because the markers used are difficult to replicate. • Mobile wallet credentials let employees, tenants and guests use their smartphone, smartwatch or other digital device to unlock doors, operate elevators, access parking garages, open lockers and even print documents. Mobile access mitigates risk through built-in multifactor authentication with digital IDs that can be instantly deployed, issued, managed and revoked. This security method is effective because people generally know when their phone is missing. When a phone acts as the badge, it can instantly be disabled if it's lost or misplaced. With more people working remotely and businesses relying heavily on cloud tools to support hybrid work models, traditional perimeter-based security models are no longer enough. At the same time, cyberattacks and data breaches are on the rise. As a result, many companies are adopting a zero-trust approach to their security strategy, which is "a proactive IT security framework that emphasizes strict identity verification for any person or device attempting to access resources on a private network—regardless of whether they are inside or outside the network perimeter." The urgency to adopt this is real. According to IBM and Ponemon Institute, the average cost of a data breach rose by 10% to $4.9 million from 2023 to 2024. These events are now as regular as rush hour traffic; they're disruptive, inevitable and hard to ignore. By operating under the principle that no user, device or system should be automatically trusted, and emphasizing constant authentication, companies can better safeguard assets, manage risks and protect sensitive data. The hard truth many companies realize at one point or another is that without employee buy-in and consistent follow-through on new security practices or technologies, even the best resilience strategies can fall apart. In my own experience helping clients upgrade their security strategies, I've seen how change management creates smoother transitions. Whether teams are rolling out new tools, updating processes or adapting to shifting business risks, success is achieved by how well employees are guided through the process. One approach I follow is the Prosci awareness, desire, knowledge, ability and reinforcement model (ADKAR), which provides a step-by-step process for managing the people side of change. The ADKAR model has been a go-to of mine when looking at navigating changes, and I've used it both personally and professionally to gain buy-in and guide teams through transformations. This model focuses on fostering awareness, building desire for change, providing knowledge, developing new skills to support change and reinforcing behaviors for lasting success. The individual five pieces of ADKAR can even be tailored to guide employees through new security practices or technological upgrades, drawing on the proven model. Strengthening resilience isn't only about closing security holes—it's about helping your workforce stay flexible and responsive when the unexpected hits. When leaders build modern security tools and strategies into their resilience plans, they're giving their people a real advantage by preparing them to handle disruptions of any kind, from natural disasters to cyberattacks. As companies refresh their infrastructure, updating security frameworks can lead to smoother operations and cost savings. Organizations that fail to adapt risk falling behind in both resilience and efficiency, exposing themselves to unnecessary vulnerabilities and administrative burdens. Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?
CNN
4 days ago
- Business
- CNN
Welcome to the ‘infinite workday' of 8 p.m. meetings and constant messages
Workers are struggling to cope with a 'seemingly infinite workday,' involving an increasing load of meetings scheduled at 8 p.m. or later and a near-constant stream of interruptions, according to new research by Microsoft. The company analyzed data from users of Microsoft 365 services — which include Outlook and PowerPoint — globally between mid-January and mid-February. It found that the number of meetings booked between 8 p.m. and just before midnight had risen 16% compared with last year. Geographically dispersed teams, as well as those with flexible working arrangements, were responsible for much of that increase. 'The infinite workday… starts early, mostly in email, and quickly swells to a focus-sapping flood of messages, meetings, and interruptions,' Microsoft said in a report Tuesday. The company found that the average worker is interrupted every two minutes by a meeting, an email or a chat notification during a standard eight-hour shift — adding up to 275 times a day. And those messages don't stop after they've clocked off. During the study period, the average employee sent or received 58 instant messages outside of their core working hours — a jump of 15% from last year. The typical worker also receives 117 emails per day and, by 10 p.m., almost one-third of employees are back in their inboxes, 'pointing to a steady rise in after-hours activity,' Microsoft noted. 'The modern workday for many has no clear start or finish,' the company said in its report. 'As business demands grow more complex and expectations continue to rise, time once reserved for focus or recovery may now be spent catching up, prepping, and chasing clarity.' 'It's the professional equivalent of needing to assemble a bike before every ride. Too much energy is spent organizing chaos before meaningful work can begin,' it added. One outcome is that one-third of workers feel it has been 'impossible to keep up' with the pace of work over the past five years, according to a Microsoft-commissioned survey of 31,000 employees around the world, cited in the Tuesday report. 'Each email or message notification may seem small, but together they can set a frenetic tempo for the day ahead,' the company said. Half of all meetings take place between 9–11 a.m. and 1–3 p.m., Microsoft also found, 'precisely when, as research shows, many people have a natural productivity spike in their day, due to their circadian rhythms.' Ultimately, Microsoft said, meeting-hungry bosses and colleagues sap workers' productivity, with some time-starved employees forced to catch up at the weekend. 'Instead of deep work… prime hours are spent cycling through a carousel of calls,' the company noted. Artificial intelligence could help lighten the load for workers, according to Microsoft. The technology can help carry out 'low-value' administrative tasks, it said, freeing up time for people to work on what truly benefits the organization. However, the rise of AI has fueled anxiety about the technology's potential to oust human workers from their jobs. According to a survey by the World Economic Forum, published in January, 41% of employers intend to downsize their workforce as AI automates certain tasks. CNN's Olesya Dmitracova contributed reporting.
CNN
4 days ago
- Business
- CNN
Welcome to the ‘infinite workday' of 8 p.m. meetings and constant messages
Workers are struggling to cope with a 'seemingly infinite workday,' involving an increasing load of meetings scheduled at 8 p.m. or later and a near-constant stream of interruptions, according to new research by Microsoft. The company analyzed data from users of Microsoft 365 services — which include Outlook and PowerPoint — globally between mid-January and mid-February. It found that the number of meetings booked between 8 p.m. and just before midnight had risen 16% compared with last year. Geographically dispersed teams, as well as those with flexible working arrangements, were responsible for much of that increase. 'The infinite workday… starts early, mostly in email, and quickly swells to a focus-sapping flood of messages, meetings, and interruptions,' Microsoft said in a report Tuesday. The company found that the average worker is interrupted every two minutes by a meeting, an email or a chat notification during a standard eight-hour shift — adding up to 275 times a day. And those messages don't stop after they've clocked off. During the study period, the average employee sent or received 58 instant messages outside of their core working hours — a jump of 15% from last year. The typical worker also receives 117 emails per day and, by 10 p.m., almost one-third of employees are back in their inboxes, 'pointing to a steady rise in after-hours activity,' Microsoft noted. 'The modern workday for many has no clear start or finish,' the company said in its report. 'As business demands grow more complex and expectations continue to rise, time once reserved for focus or recovery may now be spent catching up, prepping, and chasing clarity.' 'It's the professional equivalent of needing to assemble a bike before every ride. Too much energy is spent organizing chaos before meaningful work can begin,' it added. One outcome is that one-third of workers feel it has been 'impossible to keep up' with the pace of work over the past five years, according to a Microsoft-commissioned survey of 31,000 employees around the world, cited in the Tuesday report. 'Each email or message notification may seem small, but together they can set a frenetic tempo for the day ahead,' the company said. Half of all meetings take place between 9–11 a.m. and 1–3 p.m., Microsoft also found, 'precisely when, as research shows, many people have a natural productivity spike in their day, due to their circadian rhythms.' Ultimately, Microsoft said, meeting-hungry bosses and colleagues sap workers' productivity, with some time-starved employees forced to catch up at the weekend. 'Instead of deep work… prime hours are spent cycling through a carousel of calls,' the company noted. Artificial intelligence could help lighten the load for workers, according to Microsoft. The technology can help carry out 'low-value' administrative tasks, it said, freeing up time for people to work on what truly benefits the organization. However, the rise of AI has fueled anxiety about the technology's potential to oust human workers from their jobs. According to a survey by the World Economic Forum, published in January, 41% of employers intend to downsize their workforce as AI automates certain tasks. CNN's Olesya Dmitracova contributed reporting.
Forbes
4 days ago
- Business
- Forbes
Flexibility Was The Promise. The Infinite Workday Is The Reality.
Flexibility was supposed to help—so why did the workday become infinite? We used to know when the workday started. And when it ended. Now? Not so much. According to Microsoft's latest Work Trend Index Special Report: Breaking Down the Infinite Workday, 40% of employees are already online by 6 a.m. A third are still answering emails at 10 p.m. And one in five is working on weekends. This isn't a policy. It's not a leadership choice. It's not even necessarily intentional. It's just what's happening. We unhooked work from the office. In the process, we unhooked it from time. The data shows we've gained something valuable—flexibility over where and when we work. But without clear norms or personal guardrails, that freedom has stretched across the entire day. Instead of working in ways that fit our lives, too many of us are working all the time—and often on the wrong things. Alexia Cambon, Head of Research for Copilot and the Future of Work at Microsoft, captured this moment perfectly when she joined me on The Future of Less Work podcast: We now live in an infinite workday. Not because we lack flexibility, but because we haven't yet learned how to use it in ways that truly serve us. What makes this even harder is that work isn't just longer—it's faster. Email starts the day, but by 8 a.m., real-time chat takes over and the tempo accelerates. Microsoft found that the average worker now receives 117 emails and 153 Teams chats every day. Mass messages are up. One-on-one threads are down. Flexibility has opened the door for asynchronous work. But without clarity on expectations, it's also created a culture of immediate response. Everyone works on their own schedule, yet somehow, everyone expects everyone else to be instantly available. We're not just working longer hours—we're working in a constant state of interruption. Somewhere along the way, we forgot how to protect our attention. Because if flexibility really worked the way we imagined, we'd be using our best hours for our best thinking. But the data tells a different story. At 11 a.m., during what should be peak mental clarity, meetings, messages, and app-switching all spike. Workers are interrupted every two minutes. We've unintentionally allowed our most productive hours to be consumed by reactive coordination. Focus hasn't disappeared—it's just been displaced by a culture of urgency. And nowhere is that urgency more visible than in how we meet. Meetings were already a pain point in many organizations even before Covid. Back then, calendar and conference room capacity governed meeting planning. Now that digital tools have removed those limits, we simply add everyone—and move even faster. Microsoft found that more than half of meetings are unplanned, 10% are scheduled last-minute, and large meetings with 65+ people are rising fastest. We often talk about meetings as a coordination problem—but what's really breaking us is the last-minute culture that surrounds them. As Cambon put it during our conversation: The result? We spend our most valuable hours in meetings we didn't plan, reacting to decisions we didn't make, with barely any time to think. We see the result in the third work peak of the triple peak day, which is no longer a pandemic-era glitch. Evening meetings are up 16%, and a third of workers return to email after 10 p.m. Document activity (Word, Excel, PowerPoint) spikes on weekends—when the noise dies down and people finally find time to think. Flexibility, once a promise of balance, now too often means always being available. And when everyone works on their own rhythm—but still expects immediate response—the result is a system with no real off switch. Without rest. Without recovery. This is the moment when many turn to AI with hope. And yes, it can help. AI can handle the clutter: drafting emails, summarizing notes, scheduling meetings. But if we treat that freed-up time as space to do even more, we're not fixing the problem—we're accelerating it. The point of AI isn't just productivity. It's possibility: the chance to work more intentionally, to let AI do the right work to allow us to reclaim time for deep focus—or for stepping away entirely. But that only works if we're willing to reimagine the cadence of the day. To let go of always-on. To be more deliberate about when we engage, and just as deliberate about when we don't. The good news? The flexibility is already there. The tools are in place. What's missing is a rhythm that makes the most of both—one that allows for focus, restoration, and meaningful contribution. And that rhythm doesn't come from a policy. It starts with us: with the choices we make about when to engage, what to prioritize, and how to create space for what matters most. We may not control everything, but we can learn to notice what we need—and set the boundaries and signals that guard it. That might mean protecting deep work hours. Letting AI handle the noise instead of adding more to it. Redefining productivity as energy well spent, not just hours filled. And when we do this together—through team agreements, shared expectations, and mutual respect for time—we turn flexibility from pressure into possibility. The shift requires more than individual change—it calls for shared norms. As Cambon emphasized: The future of work will be shaped by technology. But to truly work for people, it will need to be defined by people.
Forbes
5 days ago
- General
- Forbes
Is Working From Home Benefiting Moms — Or Adding To Their Workload?
Work from home mom getty For many, working from home began as a response to a crisis. Now, while many can't imagine their lives without it, for some mothers, it has created a new kind of crisis – one in which they juggle work and family in a never-ending double shift. Scandalous stories of remote workers multitasking two full-time jobs simultaneously don't shock me – I'm a WFM mom. Long before the Covid-19 pandemic, working remotely with a flexible schedule was one of my top priorities. As a twenty-something in the 2010s, I enjoyed the freedom to travel and work at hours when I felt most productive. Then, after I gave birth to my daughter in 2022 as a single mom, working from home was essential for me to be able to thrive in both my career and as a parent, especially as a sole caregiver. I know that I could make a higher income in a more traditional role, but for my situation, the flexibility is well worth the trade-off. Many moms agree. But, I have to wonder – although working from home allows us to 'have it all,' do we end up instead 'doing it all' and taking on even more responsibilities? During the pandemic, moms in heterosexual two-parent families more often shouldered the child care and helped with virtual schooling, even when both parents were working from home. 64 percent of mothers said they were responsible for the majority of child care and only 35 percent of fathers, according to a May 2020 poll. Even when children are physically in the classroom, most work schedules do not match up with school calendars, creating gaps during school breaks as well as afternoons and sick days. Post-pandemic, moms are still taking on more of that care, according to a 2022 Pew Research Center survey, which reported that 78 percent of mothers in two-parent households say they do more when it comes to managing their children's schedules and activities. Another study researching those family dynamics found that both men and women did more housework and child care when they worked from home, but women did proportionally more, even when they had similar work situations. And women who worked from home felt more guilt about conflicting work-family priorities than women who worked in a traditional environment. Likely, you don't need statistics or data from research studies to understand these perspectives. Being a working mom isn't easy, whether you're in an office or working from home. But the inclination to take on ever-increasing responsibilities at home can perpetuate a cycle in which WFM mom are handling so many family and household tasks that they couldn't go back to the office even if they wanted to – at least not without a dramatic redistribution of the work of the home. That's because working from home does free up a substantial amount of time. According to a 2023 study, American workers saved an average of 72 minutes a day by removing the commute to an office. Post-pandemic remote work policies are also credited with keeping more moms in the workforce. On the surface, the advantages of WFH for mothers are undeniable. In addition to saving time commuting, remote work typically with additional flexibility, such as the ability to attend school events. But, just because we can now 'do it all' – is it taking its toll? In addition to the hours of household responsibilities that women take on, it's important to also consider the mental load of balancing home and work priorities simultaneously. As Dr. Regina Lark, author of 'Emotional Labor: Why A Woman's Work is Never Done and What To Do About It,' writes in her book, it is the remembering, reminding, planning, noticing and anticipating that is the invisible work of mental and emotional labor. Dr. Lark gives an example during a phone interview. 'It's not just about making dinner; it's about planning family meals, checking the fridge and pantry to see what you already have and should use, creating a shopping list, purchasing groceries, coordinating family schedules to determine the right time to serve dinner that evening and planning backwards to create a timeline for preparation, cooking and then noticing how each member of the family seems to like the meal to adjust for next time. 'Making dinner' might just sound like one simple task, but it's really an entire project to be overseen.' While individual household tasks may seem small when looked at in silo, additional workload at home leads to decreased productivity at work. A Pew study on working parents showed that 23 percent of working moms (versus 15 percent of working dads) report having turned down a promotion due to juggling work and parenting responsibilities. Wage gaps and career advancement have long-term consequences, as well as furthering the sentiment that there just isn't enough time to do everything that needs to be done. Dr. Lark remarks, "The blurring of boundaries between professional and personal spaces has led to many women working longer hours and still not complete their 'to do' list.' So, what is the solution? Every family has different needs and priorities, there is no one-size-fits-all solution. For myself, a solo parent, it may mean preemptively setting boundaries on where I'll spend my time. I take care of my daughter when she's home sick, but find alternative child care during planned breaks to make sure my work isn't disrupted. I intentionally save my household chores for when my daughter is with me and let her 'help' with the laundry and dishes, so I'm not as distracted by these tasks while I'm working. For WFM mothers with opposite sex partners, Dr. Lark suggests having intentional conversations about sharing all the work of the household. 'Modern households have transformed dramatically, yet the work of running a home still falls disproportionately to women. Women and men need deliberate dialogues to make visible the invisible work of the home by discussing what needs to happen on a daily, weekly, monthly, yearly and occasional basis. Often, one partner thinks they've shared their overwhelm in those moments of frustration, but by having a calm conversation through the course of the relationship -- without blame or resentment -- and simply talk about the work, you can much more effectively create a plan for change." It isn't all on men to step up. Dr. Lark shares that women often struggle with the transition as well. "For women, sometimes the hardest part of letting go of some of this work is the worry that their partner won't do the task as well as they are. And that is likely true. Radical delegation is difficult, but it's the only way to achieve true parity in the home."
