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Work environments


HOW MUCH TIME AND ENERGY DO WE WASTE TOGGLING BETWEEN APPLICATIONS?

Researchers found that office workers switch back and forth between programs
about 1,200 times each day — adding up to four hours every week.
by
 * Rohan Narayana Murty,
 * Sandeep Dadlani,
   and
 * Rajath B. Das

by
 * Rohan Narayana Murty,
 * Sandeep Dadlani,
   and
 * Rajath B. Das

August 29, 2022
HBR Staff/Alexey Yakovenko/Makrushka/Getty Images
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Summary.    Workers spend a lot of time toggling between apps and websites to do
their jobs. But how often do they really do this, and how much times does it
really take up? The authors studied 20 teams, totaling 137 users, across three
Fortune 500 companies for up to five...more
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How many times do you think you toggle between applications over the course of
your day? For digital workers, bouncing between applications has become an
inescapable part of work — hitting Alt-Tab comes as naturally as breathing.

It’s not hard to see how we got here. As business needs evolve, new applications
are brought in to address them, and CIOs and managers struggle to retire old
ones and keep numbers down. In large organizations, there can be thousands of
applications, and smaller ones regularly have tens if not hundreds. As a result,
employees spend their days constantly switching from one to another.

Consider an example from a Fortune 500 consumer goods organization we studied.
To execute a single supply-chain transaction, each person involved switched
about 350 times between 22 different applications and unique websites. Over the
course of an average day, that meant a single employee would toggle between apps
and windows more than 3,600 times. That’s … a lot.

This kind of toggling is often dismissed as simply “how we work now,” even
though it’s also taxing for people and a waste of time, effort, and focus. Yet
these trends are likely to continue or get worse in an increasingly digital and
remote work world. This should give companies pause. The cost of this way of
working may be higher than they estimate, and if they recognize that, they may
be able to find a better way of working.


THE TOGGLING TAX

When a user switches from one application to another, it is not just the mere
physical act of pressing keys to switch that costs effort. It takes time to
adjust to the application, its semantic context, and purpose after a switch —
users need to get their bearings, even if they were just looking at it. For
example, when you switch from an email to a spreadsheet, the two interfaces,
layouts, and purposes are very different. Before you’re prepared to get on with
the task you switched over to do, it takes a moment to quickly adjust to the
spreadsheet.

This readjustment takes a toll. Psychology and neuroscience have shown that
jumping between tasks — also called “context switching” — is cognitively taxing.
We find that even switching or toggling between two applications equates to
context switching. Excessive toggling increases the brain’s production of
cortisol (the primary stress hormone), slows us down, and makes it harder to
focus.

What we wanted to measure is: How much time and energy is wasted when you add
all these moments up?

Using a work graph — a piece of software that reveals how teams interact with
applications to get their work done — we performed a ground-up measurement of
the cognitive effort cost of switching. To do this, we studied 20 teams,
totaling 137 users, across three Fortune 500 companies up to five weeks, for a
data set of 3,200 days of work. Most of these teams worked mid- or back-office
jobs in finance, HR, supply chain, recruiting, inventory management, and the
like. Looking at this data, we measured how much extra time it took for a user
to engage with the next step in their task after toggling — how long it took for
them to reorient and figure out what they should do next.

We found that, on average, the cost of a switch is little over two seconds and
the average user in the dataset toggled between different apps and websites
nearly 1,200 times each day. That means that people in these jobs spent just
under four hours a week reorienting themselves after toggling to a new
application. Over the course of a year, that adds up to five working weeks, or
9% of their annual time at work.


THE COST OF DOING BUSINESS

Is this really a problem, or is it just the cost of doing business in a digital
environment? To shed light on that, we also took a closer look at how people
worked and measured the time spent between two successive toggles.

We found that after 65% of switches, users toggled to yet another app less than
11 seconds later. In other words, the time spent on an application is not
significantly higher than the tax paid for toggling over to it. The result is
that users are being asked to constantly refocus, and their attention spans are
fragmented, which leads to them being depleted. This state of distraction
typically occurs due to poor work design and a plethora of applications.
Basically, how we work is itself a distraction.

For most employees, there isn’t an obvious way around ping-ponging between
documents, websites, and apps — it’s just how the work has to be done. Most
enterprise applications weren’t designed to connect to each other, which means
that people operate in “swivel chair” roles, fetching and transforming data from
multiple applications and then submitting data into other systems. A sizable
part of their jobs is to act as the glue between disparate applications. This is
a common pattern of work in almost every organization in the world, regardless
of industry or size. Processes and tasks that people execute are designed to
span multiple applications and hence the very nature of work today requires such
constant toggling.

But it doesn’t have to be this way. Managers and leaders can — and should — take
action to improve the situation.


WHAT MANAGERS CAN DO

To be sure, we are not saying all toggles are bad. It’s not plausible to build
an all-encompassing enterprise application. But there are several lessons
managers can take away from these findings.


THROWING PEOPLE AT THE PROBLEM ISN’T A SOLUTION.

Of course it’s possible to hire people to act as glue between disparate IT
applications, but doing so just papers over the fact that fragmented IT
applications are the root cause — and increases the cost of not fixing it.
Today, the way work is designed inherently causes people to pay the toggling
tax, lose focus, and get distracted. If you choose to deal with this problem by
adding more people, then factor in the reality that they are suffering from a
poor experience at work which also affects their productivity.


LOOK FOR PLACES WHERE DESIGN OF WORK IS CAUSING FRICTION.

A proxy for finding hotspots where the toggling tax is high is to find teams
doing work with several applications. For such teams it is like that investing
in improving the design of work and reducing the application footprint will
streamline their work experience.


REBALANCE WORKLOADS.

People who are engaged in work where they are constantly switching between
applications are more likely to be bored and distracted. Hence, they are likely
candidates for attrition or being disengaged with work. Nobody really wants a
job where all that they do all day long is just repeatedly switch between
disparate applications. Consider load balancing such work patterns across the
team.


WHAT LEADERS CAN DO

Members of the C-suite have even more power to make change. It’s important for
them to recognize that employees can no longer be aggregated and averaged into a
handful of employee personas — proxies that companies use as stand ins for large
groups of employees when designing work and systems. Instead, personalize the
design of modern applications to all users in the organization versus just a few
select power users (as is the case today). Specifically:


RATIONALIZE THE COST OF INTRODUCING NEW APPLICATIONS IN THE LANDSCAPE.

Approve releases with actual hands-on users (instead of the nominated few power
users) at every stage of software development. For example, a Fortune 500 retail
pharmacy chain introduced a web-based pharmacy adjudication system to replace an
old mainframe system — only to realize that most of their busy pharmacists were
so used to the mainframe’s interface and response time they didn’t care for a
much cleaner web interface. Speed and reliability were more important to them.


LEAD WITH USER CENTRICITY AND USER EXPERIENCE.

Ideal applications are designed to be seamless, encourage users to focus, and
minimize the toggling tax and digital distractions. To design such applications,
charge your user centricity (UC) and user experience (UX) teams to lead design
of new processes and systems and to include the multitude of user personas vs
just the few in their design process.


INVEST IN BUILDING AND NURTURING A WORK GRAPH.

Consumer brand companies invest millions of dollars plotting the longitudinal
consumer journeys and consumer graphs with millions of specific data points on
how consumers act, interact across channels, apps, and physical environments.
They then spend hundreds of millions of dollars pushing the right messages and
interactions, nudges for a seamless shopping experience.

Leaders can learn from them to do the same for their people — their most
productive assets. Each employee has millions of touchpoints and deserves the
same personalization and attention. We urgently need to build the longitudinal
employee journey for all companies — the work graph to be precise — that unlocks
unique insights and enables continuous digital problem-solving. For example,
integrating purchase order approvals on Outlook email was not in the first
release of most procurement software but this is now a standard feature. The
ideal situation is to make improvements weekly or monthly. A work graph would
enable faster problem finding and solving.

N.R. Narayana Murthy, the founder of Infosys, once said: “Our assets walk out of
the door each evening. We have to make sure that they come back the next
morning.”

In the age of high attrition, it’s vital for leaders to prioritize improving
employee experience as much as they are concerned about growth, customer
experience, and profits. The toggling tax is an example for the need for empathy
for how people experience work. Such empathy, backed by data from the work graph
is likely to scale and be the best bet that the most important assets come back
next morning.

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Read more on Work environments or related topics IT management, Technology and
analytics, Employee performance management and Remote work
 * RM
   Rohan Narayana Murty is the CTO and founder of Soroco. He leads technology
   (read about his work here) and R&D at Soroco, where he is building the work
   graph – a new data fabric for understanding how teams get work done in the
   enterprise. He has a PhD in computer science from Harvard.
 * SD
   Sandeep Dadlani is the Chief Digital Officer of Mars, Inc. where he drives
   enterprise-wide digital transformation. He was previously president and
   global head of manufacturing, retail, CPG, and logistics at Infosys.
 * RD
   Rajath B. Das is a senior research analyst at Soroco, focusing on analytical
   insights derived from the work graph – patterns in how teams get work done in
   the enterprise.

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Read more on Work environments or related topics IT management, Technology and
analytics, Employee performance management and Remote work



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CRITEO SA

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ADLOOX SA

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BLIS GLOBAL LIMITED

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LOTAME SOLUTIONS, INC

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LIVERAMP

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GROUPM UK LIMITED

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LOOPME LIMITED

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DYNATA LLC

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BIDSWITCH GMBH

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IPONWEB GMBH

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NEXTROLL, INC.

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TEADS FRANCE SAS

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STRÖER SSP GMBH (SSP)

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ADACADO TECHNOLOGIES INC. (DBA ADACADO)

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BASIS GLOBAL TECHNOLOGIES, INC.

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SMADEX, S.L.U.

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BOMBORA INC.

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SPOTX, INC

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EASYMEDIA GMBH

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ADVANCED STORE GMBH

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MAGNITE CTV, INC.

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DELTA PROJECTS AB

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EMETRIQ GMBH

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PUBLICIS MEDIA GMBH

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SOJERN, INC.

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MAINADV SRL

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GEMIUS SA

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ARRIVALIST CO.

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NEODATA GROUP SRL

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INNOVID LLC

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PAPIRFLY AS

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NEUSTAR, INC., A TRANSUNION COMPANY

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SALESFORCE.COM, INC.

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ONLINE SOLUTION

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GP ONE GMBH

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THE MEDIAGRID INC.

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MINDTAKE RESEARCH GMBH

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CINT AB

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GOOGLE ADVERTISING PRODUCTS

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GFK SE

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REVJET

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CLINCH LABS LTD

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AMAZON ADVERTISING

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MOLOCO, INC.

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ADTRIBA GMBH

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