We at Produce8 are big fans of books! One that inspired us is 

“Stolen Focus: Why You Can’t Pay Attention”

In it, Hari dives deep into the world of distractions and provides insights into how to reclaim our focus. By understanding what causes us to lose our focus, we can make changes to better ensure that what we are doing is aligned with our personal, team, and organizational goals — and more importantly, with living a more fulfilling life.

We found eight key takeaways from Hari’s book that really resonated with us. We hope these takeaways can help you start a conversation with your team and create space for great work.

Hari provides compelling details about the attention crisis we're facing today. He argues that our modern lifestyle, characterized by constant notifications and information overload, is stealing our focus and affecting our well-being.

A 2004 study by Gloria Mark, a professor at the University of California, Irvine, looked at how long adults in an office typically stay focused on one task. Back then, it turned out they could only keep their attention on a task for about three minutes.

As of 2023, the amount of time someone can focus is 

“The average office worker now spends 40 percent of their work time wrongly believing they are ‘multitasking’—which means they are incurring all these costs for their attention and focus. In fact, uninterrupted time is becoming rare. One study found that most of us working in offices never get a whole hour uninterrupted in a normal day.” 

. Find out how often you’re being interrupted at work by using our visual timeline and metrics.

With the rise of digital technology, smartphones, and social media, humans are now accustomed to constant connectivity. We are frequently engaged in multiple activities simultaneously, reinforcing the idea that we can effectively multitask.

According to professor of psychology at California State University, Dr. Larry Rosen, the average teen/young adult genuinely believes they can simultaneously engage with six or seven different types of media.

and oversights, as your brain must constantly switch between tasks.

Monotasking, on the other hand, is the practice of focusing on just one task or activity. Deep focus on a single task can also enhance your creativity. According to Hari, it allows your mind to explore and generate ideas more freely, which can be valuable in creative and problem-solving endeavors:

“Your mind, given free undistracted time, will automatically think back over everything it absorbed, and it will start to draw links between them in new ways. This all takes place beneath the level of your conscious mind, but this process is how new ideas pop together, and suddenly, two thoughts that you didn't think had a relationship suddenly have a relationship. A new idea is born. But if you spend a lot of this brain-processing time switching and error-correcting [...] you are simply giving your brain less opportunity to follow your associative links down to new places …” 

3. Mind drift is a good thing … if you are safe and stress-free

Today, we frequently keep our minds engaged. A 2010 study found that when our minds wander, people tend to feel more stressed. This led researchers to the conclusion that "a wandering mind is an unhappy mind." As Hari explored:

“Mind-wandering can easily descend into rumination. Most of us have had that feeling at some point or another—if you stop focusing and let your mind drift, you become jammed up with stressful thoughts.” 

Allowing your mind to wander can provide your brain with a break from constant focus and can reduce mental fatigue. We understand that letting your mind rest without pressure or stress can be relaxing.

But stress can also worsen mind-wandering, making it harder to focus on tasks. This, in turn, often increases stress due to reduced productivity. Stressed individuals may struggle to relax during breaks. Instead, they worry about the time they're not working, leading to both restlessness and wasted time. This ultimately results in lower work quality and potential health issues.

Creating an environment that reduces stress and allows our minds to wander is crucial. Without such an environment, we may be compelled to keep our minds constantly occupied on the likes of social media and our email inbox. This constant mental busyness prevents us from entering a state where we can explore new ideas, make connections, and find creative solutions.

Our phones and digital devices are designed to capture our attention and keep us hooked. Tech companies could easily turn off the addictive attributes of their products, but they don’t because their current business model depends on it. Therefore, they leave 

There are many recommendations for building digital hygiene habits. Examples include setting device-free zones or using website blockers to limit access to time-wasting sites during work hours. As Hari writes:

"Two-thirds of people with a smartphone never change their notification settings. What? Right? This is not hard stuff.” 


But whether these approaches work or not requires data to validate, and that is something that Produce8 provides.

Having trouble getting work done? Maybe you should “schedule some focus time.” That is what some people and applications like Microsoft Viva Insights will tell you.

But blocking off focus time ignores the circumstances and environment you’re working in. This is an example of “cruel optimism.”

"Cruel optimism" is a concept originally introduced by cultural theorist Lauren Berlant in her 2011 book of the same name, "

." The title refers to a phenomenon where individuals hold on to and invest in dreams, desires, or fantasies that are ultimately unattainable or damaging.

This happens when you have a big problem in society, like obesity, depression, or addiction. Instead of tackling the real, deep-rooted causes, those in power offer a simple solution that sounds positive. If someone is stressed, they say meditation can solve the problem quickly. But in reality, this solution is too limited and doesn't address the root cause. So, for most people, it doesn't work.

For focus, if the problem is systemic — like tech companies making products addictive — 

simply turning off notifications may not work

. So, it’s crucial to gather the right data and establish a culture around collaboration. This will allow you to see the limitations of such solutions and work together to make improvements. As Hari writes:

“While at first glance, cruel optimism seems kind and optimistic, it often has an ugly aftereffect. It ensures that when the small, cramped solution fails, as it will most of the time, the individual won’t blame the system—she will blame herself. She will think she screwed up and she just wasn’t good enough.”  

While cruel optimism leaves pursuing the solution to the individual, authentic optimism fosters collaboration and a belief that, collectively, an organization can find solutions.

It’s important to encourage others to educate themselves about the issues, understand their impact, and stay informed about best practices and potential solutions. 

 and celebrating small victories can help maintain and spread authentic optimism.

Hari shares some examples of how companies can work together to identify productivity inefficiencies:

“One person, for example, had a job where she had to enter data, and it was wasting an hour of her day to have to enter it twice because two different systems weren't talking to each other. Now she went to IT and insisted they sort it out. There were hundreds of changes like this happening across the company.” 

In the book, Hari speaks of how successful team collaboration and an effective pursuit of solving big problems require focus. Without focus, we cannot differentiate “real problems” from “fantasies.” We can’t come up with solutions or hold each other accountable for our responsibilities. We will be easily swayed and misdirected by “simplistic authoritarian solutions.”

If you want to build a workplace where your people are empowered to think creatively and take action, enabling focus is essential.

But there are several types of focus. Hari highlights four distinct forms and the different purposes they serve.

Spotlight is our ability to focus on an action that requires immediate attention. If we want to finish writing an email, spotlight narrows our focus so we don’t scroll through social media for an hour.

Starlight focus is like using the North Star to find your way when you’re lost. It's about concentrating on long-term goals like starting a business, writing a book, or being a good parent. Without starlight, you might get distracted by another bright and shiny object.

Daylight focus allows you to understand your long-term goals. How are you going to start a business? Are you going to provide a service? Build a team? Get an investment? Losing our daylight means risking falling into confusion, apathy, and nihilism.

The final type of focus is pertinent in a specific time and place. Stadium light focus allows us to see each other, hear each other, and work together. It is our capacity to come together and work toward a shared purpose.

Hari makes a case that rest and a reduction in the workweek reduces workplace accidents, increases productivity, and leads to less stress and less time off for sick workers. Additionally, when people work less, their focus increases, which can lead to greater efficiency.

Many organizations are seeing the benefit of rest and time away from work. This led to the rise in movements such as the 

Produce8 offers a number of metrics — including Focus Score, Digital Working Hours, and Digital Intensity — that give you leading indicators of burnout. 

 for each of those scores to ensure you have time to recover.

"’If I want to win a football game, [or] if I want to win a baseball game, do I really want my team to be exhausted?’ [Jeffrey Pfeffer, professor at Stanford University] lets this question hang in the air. ‘Why,’ he asked, ‘would the rest of us be any different?’” 

In "Stolen Focus," Hari not only diagnoses the attention crisis but also offers practical solutions for reclaiming our attention. If you haven’t read the book yet, we highly recommend it! If you have, we hope this article provides some useful resources that you can apply to your workplace to help everyone work better and live a healthier life.

, our mission is to help everyone reclaim over 90 minutes a day (time that is currently lost to distractions, miscommunication, and task-switching) and avoid burnout. We believe that the key to addressing this significant issue is empowering the entire team to collaborate more effectively. To achieve this, we provide tools that allow everyone to visualize their workday, fix problems, and measure whether they are working. This way, you and your team can openly identify and collectively solve problems.

We at Produce8 are big fans of books! One that inspired us is “Stolen Focus: Why You Can’t Pay Attention” by Johann Hari.

In it, Hari dives deep into the world of distractions and provides insights into how to reclaim our focus. By understanding what causes us to lose our focus, we can make changes to better ensure that what we are doing is aligned with our personal, team, and organizational goals — and more importantly, with living a more fulfilling life.

We found eight key takeaways from Hari’s book that really resonated with us. We hope these takeaways can help you start a conversation with your team and create space for great work.

1. The attention crisis is real

Hari provides compelling details about the attention crisis we're facing today. He argues that our modern lifestyle, characterized by constant notifications and information overload, is stealing our focus and affecting our well-being.

A 2004 study by Gloria Mark, a professor at the University of California, Irvine, looked at how long adults in an office typically stay focused on one task. Back then, it turned out they could only keep their attention on a task for about three minutes.

As of 2023, the amount of time someone can focus is closer to 50 seconds. As Hari writes:

This underpins the problem Produce8 is trying to solve. Find out how often you’re being interrupted at work by using our visual timeline and metrics.

2. The power of monotasking

With the rise of digital technology, smartphones, and social media, humans are now accustomed to constant connectivity. We are frequently engaged in multiple activities simultaneously, reinforcing the idea that we can effectively multitask.

According to professor of psychology at California State University, Dr. Larry Rosen, the average teen/young adult genuinely believes they can simultaneously engage with six or seven different types of media.

However, multitasking can lead to mistakes and oversights, as your brain must constantly switch between tasks.

Monotasking, on the other hand, is the practice of focusing on just one task or activity. Deep focus on a single task can also enhance your creativity. According to Hari, it allows your mind to explore and generate ideas more freely, which can be valuable in creative and problem-solving endeavors:

3. Mind drift is a good thing … if you are safe and stress-free

Today, we frequently keep our minds engaged. A 2010 study found that when our minds wander, people tend to feel more stressed. This led researchers to the conclusion that "a wandering mind is an unhappy mind." As Hari explored:

Allowing your mind to wander can provide your brain with a break from constant focus and can reduce mental fatigue. We understand that letting your mind rest without pressure or stress can be relaxing.

But stress can also worsen mind-wandering, making it harder to focus on tasks. This, in turn, often increases stress due to reduced productivity. Stressed individuals may struggle to relax during breaks. Instead, they worry about the time they're not working, leading to both restlessness and wasted time. This ultimately results in lower work quality and potential health issues.

Creating an environment that reduces stress and allows our minds to wander is crucial. Without such an environment, we may be compelled to keep our minds constantly occupied on the likes of social media and our email inbox. This constant mental busyness prevents us from entering a state where we can explore new ideas, make connections, and find creative solutions.

4. The impact of technology

Our phones and digital devices are designed to capture our attention and keep us hooked. Tech companies could easily turn off the addictive attributes of their products, but they don’t because their current business model depends on it. Therefore, they leave the responsibility of recovering focus to the individual.

There are many recommendations for building digital hygiene habits. Examples include setting device-free zones or using website blockers to limit access to time-wasting sites during work hours. As Hari writes:

But whether these approaches work or not requires data to validate, and that is something that Produce8 provides.

5. Cruel optimism is not the answer

Having trouble getting work done? Maybe you should “schedule some focus time.” That is what some people and applications like Microsoft Viva Insights will tell you.

But blocking off focus time ignores the circumstances and environment you’re working in. This is an example of “cruel optimism.”

"Cruel optimism" is a concept originally introduced by cultural theorist Lauren Berlant in her 2011 book of the same name, "Cruel Optimism." The title refers to a phenomenon where individuals hold on to and invest in dreams, desires, or fantasies that are ultimately unattainable or damaging.

This happens when you have a big problem in society, like obesity, depression, or addiction. Instead of tackling the real, deep-rooted causes, those in power offer a simple solution that sounds positive. If someone is stressed, they say meditation can solve the problem quickly. But in reality, this solution is too limited and doesn't address the root cause. So, for most people, it doesn't work.

For focus, if the problem is systemic — like tech companies making products addictive — simply turning off notifications may not work. So, it’s crucial to gather the right data and establish a culture around collaboration. This will allow you to see the limitations of such solutions and work together to make improvements. As Hari writes:

6. Authentic optimism is the way

While cruel optimism leaves pursuing the solution to the individual, authentic optimism fosters collaboration and a belief that, collectively, an organization can find solutions.

It’s important to encourage others to educate themselves about the issues, understand their impact, and stay informed about best practices and potential solutions. Tracking progress and celebrating small victories can help maintain and spread authentic optimism.

Hari shares some examples of how companies can work together to identify productivity inefficiencies:

7. The four types of focus

In the book, Hari speaks of how successful team collaboration and an effective pursuit of solving big problems require focus. Without focus, we cannot differentiate “real problems” from “fantasies.” We can’t come up with solutions or hold each other accountable for our responsibilities. We will be easily swayed and misdirected by “simplistic authoritarian solutions.”

If you want to build a workplace where your people are empowered to think creatively and take action, enabling focus is essential.

But there are several types of focus. Hari highlights four distinct forms and the different purposes they serve.

Spotlight focus:

Spotlight is our ability to focus on an action that requires immediate attention. If we want to finish writing an email, spotlight narrows our focus so we don’t scroll through social media for an hour.

Starlight focus:

Starlight focus is like using the North Star to find your way when you’re lost. It's about concentrating on long-term goals like starting a business, writing a book, or being a good parent. Without starlight, you might get distracted by another bright and shiny object.

Daylight focus:

Daylight focus allows you to understand your long-term goals. How are you going to start a business? Are you going to provide a service? Build a team? Get an investment? Losing our daylight means risking falling into confusion, apathy, and nihilism.

Stadium light focus:

The final type of focus is pertinent in a specific time and place. Stadium light focus allows us to see each other, hear each other, and work together. It is our capacity to come together and work toward a shared purpose.

8. The importance of rest

Hari makes a case that rest and a reduction in the workweek reduces workplace accidents, increases productivity, and leads to less stress and less time off for sick workers. Additionally, when people work less, their focus increases, which can lead to greater efficiency.

Many organizations are seeing the benefit of rest and time away from work. This led to the rise in movements such as the four-day workweek.

Produce8 offers a number of metrics — including Focus Score, Digital Working Hours, and Digital Intensity — that give you leading indicators of burnout. Set goals for each of those scores to ensure you have time to recover.

In "Stolen Focus," Hari not only diagnoses the attention crisis but also offers practical solutions for reclaiming our attention. If you haven’t read the book yet, we highly recommend it! If you have, we hope this article provides some useful resources that you can apply to your workplace to help everyone work better and live a healthier life.

At Produce8, our mission is to help everyone reclaim over 90 minutes a day (time that is currently lost to distractions, miscommunication, and task-switching) and avoid burnout. We believe that the key to addressing this significant issue is empowering the entire team to collaborate more effectively. To achieve this, we provide tools that allow everyone to visualize their workday, fix problems, and measure whether they are working. This way, you and your team can openly identify and collectively solve problems.

Reclaim Your Attention With 8 Key Takeaways from Johann Hari's “Stolen Focus” 

The Managed Service Provider (MSP) industry is evolving rapidly. And with it, the traditional 40-hour work week is being redefined. As 

 of managing complex IT environments, the approach to productivity and efficiency is undergoing a transformation.

, we've thoroughly analyzed the intricacies of MSP work dynamics and discovered six ways MSPs can attract clients and accomplish more in less time.

In the MSP world, we want to know if every member of our team is set up to deliver optimal service.

While some technicians and engineers excel, others aren’t as efficient. But we subscribe to the tenet that “the person is not the problem, the problem is the problem.” This way, we are never guided by assumptions.

To support our people, we must decode the attributes of high performers, determine if those traits are sustainable, and then replicate them across the board.

To harness the potential of every team member and ensure collective growth and superior client service, we need data (i.e., a shared understanding of what work looks like). Once we can agree on what’s successful, we can build frameworks around those approaches.

Produce8 improves team dynamics by offering a shared workspace where everyone has visibility into their work habits. This helps with coaching and supporting workers who feel stressed, overworked, or under pressure to perform.

. From documentation tools to PSA and RMM solutions, tech stacks can be overwhelming. But what you really must consider is this: Are all your team members using the tools to their fullest potential? Or are some tools draining resources without offering substantial returns?

 the importance of streamlining tool usage 

to ensure maximum efficiency for MSP operations. With Produce8, every team member can see which apps are used the most and which are neglected. This helps the team decide which tools they should continue investing in, which are worth retraining the team on, and which should be removed from the tech stack.

3. Encourage accountability through measurement:

Devices like Fitbits and Apple Watches have revolutionized personal health management. The principle is simple: What gets measured gets managed. By setting tangible goals, individuals are better positioned to shift their habits to suit their needs and schedules.

Produce8 applies a similar philosophy to MSP operations. We ensure that tasks and goals are quantifiable, leading to better service delivery and client satisfaction.

If the team plans to spend most of their workday in a particular app, they can set a goal in Produce8. Achieving this goal means they had a productive day. And if they can't find time for that app, it's a signal to review the day and check the data to understand why.

While tools like Microsoft Teams and Slack have transformed communication, they can also be significant distractions, especially in an MSP's fast-paced environment. Have you ever wondered how much time your team spends on these platforms instead of addressing client issues?

We advocate for periods of deep, uninterrupted work, which ensures that client tasks receive the focus they deserve. We provide data that identifies sources of distractions and measures whether the configurations made are helping workers concentrate. Not every change will yield a positive result—but by having access to data, you can at least test different solutions with confidence.

Want to learn more about reducing interruptions in Microsoft Teams and Slack? Check out 

Meetings are necessary for collaboration. But how many meetings are genuinely productive for an MSP? Whether you use Zoom or Microsoft Teams, it's crucial to analyze the app’s effectiveness.

Have you observed a significant portion of time allocated to meetings in your Produce8 data? Then discuss that with your team and start making space in the day for focused work. By prioritizing essential meetings, the team can ensure that every session is intentional, adds value, and drives client success.

6. Study the psychology of self-management:

The revenue intelligence platform Gong's success in the sales domain can be attributed to its bottom-up approach, which fosters self-improvement. Produce8 champions a similar philosophy for MSPs. We believe in self-management as the antidote to over-management and under-management. By empowering individuals, we pave the way for a more efficient and harmonious MSP work environment.

The key to successful self-management is clarity and transparency within an organization—and Produce8 is a work analytics platform that enables that. By providing private and shared workspaces, individuals and teams can align on goals, set priorities, and become self-aware of personal workstyles.

The future of work for MSPs is not just about reducing hours—it’s about optimizing the hours we have to do great work. Produce8 is at the forefront of this revolution, ensuring that MSPs adapt to the changing times in order to thrive.

Want to learn more about how Produce8 can help your team excel while sustaining a healthy worklife? We offer a free consultation to help you reach your goals. 

The Managed Service Provider (MSP) industry is evolving rapidly. And with it, the traditional 40-hour work week is being redefined. As MSPs grapple with the challenges of managing complex IT environments, the approach to productivity and efficiency is undergoing a transformation.

At Produce8, we've thoroughly analyzed the intricacies of MSP work dynamics and discovered six ways MSPs can attract clients and accomplish more in less time.

1. Improve team dynamics:

In the MSP world, we want to know if every member of our team is set up to deliver optimal service.

While some technicians and engineers excel, others aren’t as efficient. But we subscribe to the tenet that “the person is not the problem, the problem is the problem.” This way, we are never guided by assumptions.

To support our people, we must decode the attributes of high performers, determine if those traits are sustainable, and then replicate them across the board.

To harness the potential of every team member and ensure collective growth and superior client service, we need data (i.e., a shared understanding of what work looks like). Once we can agree on what’s successful, we can build frameworks around those approaches.

Produce8 improves team dynamics by offering a shared workspace where everyone has visibility into their work habits. This helps with coaching and supporting workers who feel stressed, overworked, or under pressure to perform.

2. Reduce apps overload:

MSPs often juggle multiple tools. From documentation tools to PSA and RMM solutions, tech stacks can be overwhelming. But what you really must consider is this: Are all your team members using the tools to their fullest potential? Or are some tools draining resources without offering substantial returns?

We emphasize the importance of streamlining tool usage to ensure maximum efficiency for MSP operations. With Produce8, every team member can see which apps are used the most and which are neglected. This helps the team decide which tools they should continue investing in, which are worth retraining the team on, and which should be removed from the tech stack.

3. Encourage accountability through measurement:

Devices like Fitbits and Apple Watches have revolutionized personal health management. The principle is simple: What gets measured gets managed. By setting tangible goals, individuals are better positioned to shift their habits to suit their needs and schedules.

Produce8 applies a similar philosophy to MSP operations. We ensure that tasks and goals are quantifiable, leading to better service delivery and client satisfaction.

If the team plans to spend most of their workday in a particular app, they can set a goal in Produce8. Achieving this goal means they had a productive day. And if they can't find time for that app, it's a signal to review the day and check the data to understand why.

4. Foster the art of deep work:

While tools like Microsoft Teams and Slack have transformed communication, they can also be significant distractions, especially in an MSP's fast-paced environment. Have you ever wondered how much time your team spends on these platforms instead of addressing client issues?

We advocate for periods of deep, uninterrupted work, which ensures that client tasks receive the focus they deserve. We provide data that identifies sources of distractions and measures whether the configurations made are helping workers concentrate. Not every change will yield a positive result—but by having access to data, you can at least test different solutions with confidence.

Want to learn more about reducing interruptions in Microsoft Teams and Slack? Check out this playbook.

5. Avoid excessive internal meetings:

Meetings are necessary for collaboration. But how many meetings are genuinely productive for an MSP? Whether you use Zoom or Microsoft Teams, it's crucial to analyze the app’s effectiveness.

Have you observed a significant portion of time allocated to meetings in your Produce8 data? Then discuss that with your team and start making space in the day for focused work. By prioritizing essential meetings, the team can ensure that every session is intentional, adds value, and drives client success.

6. Study the psychology of self-management:

The revenue intelligence platform Gong's success in the sales domain can be attributed to its bottom-up approach, which fosters self-improvement. Produce8 champions a similar philosophy for MSPs. We believe in self-management as the antidote to over-management and under-management. By empowering individuals, we pave the way for a more efficient and harmonious MSP work environment.

The key to successful self-management is clarity and transparency within an organization—and Produce8 is a work analytics platform that enables that. By providing private and shared workspaces, individuals and teams can align on goals, set priorities, and become self-aware of personal workstyles.

The future of work for MSPs is not just about reducing hours—it’s about optimizing the hours we have to do great work. Produce8 is at the forefront of this revolution, ensuring that MSPs adapt to the changing times in order to thrive.

Want to learn more about how Produce8 can help your team excel while sustaining a healthy worklife? We offer a free consultation to help you reach your goals. Book here.

6 Ways Managed Service Providers (MSPs) Can Achieve More in Fewer Hours with Produce8

, what do you picture? If it involves teams gathered at the office—or even huddled around their computers between 9 and 5—think again.

Increasingly, we’re seeing companies use flexible work models such as hybrid work, asynchronous work and even the 

. Thanks to rapid advances in remote work capabilities, employers and employees alike have more power than ever before to shape and control their workweek.

So what does the future of work actually look like? Overwhelmingly, work is moving home. In 2022, McKinsey found that 58% of workers have the option to work from home at least part-time and that 

“Most industries support some flexibility, but digital innovators demand it,” the report adds. 

It reveals that the vast majority of computer and mathematical workers have a flexible work schedule and that 77% are willing to work remotely.

Painting a picture of the future of work requires taking these—and other statistics—into consideration. Here, we lay out some of the most interesting data about flexible work for both employers and employees.

The benefits of a flexible work schedule for employees are plentiful. Even beyond the obvious perks of working in your pajamas and saving on gas, there’s a lot to consider.

A survey of 3,000 employees by Global Workplace Analytics found a typical employee can save 

 a year if they work from home. This number increases in large cities and for workers who move to less expensive areas.

As wages lag behind rapidly rising inflation, the value of these savings increases. In fact, nearly 

 of millennials and Gen Zers report flexible work has saved them money. It’s likely a contributing factor to their resistance to a return to the office.

 of workers with jobs that can be done from home are choosing to do so at least some of the time. One of the biggest reasons cited is that working from home has made it easier to balance work and their personal life, according to 64% of respondents.

This valuable balance is thanks in large part to 

 options. Asynchronous work allows workers to communicate and collaborate during their unique productivity peaks and personalize their work schedules to meet their individual needs and preferences.

Work from home, or wherever your heart is.

Gone are the days when workers absolutely had to live in the same city as their company’s physical office. The future of work is mobile.

The number of digital nomads rose from 4.8 million in 2018 to more than 

 Americans also planned to relocate in 2022 thanks to remote work. Of them, 28% intended to move more than four hours away.

Where are people moving? Perhaps expectedly, the flow is mostly from high-cost-of-living cities to more affordable areas.

Data shows San Francisco, Los Angeles and New York City are experiencing the 

 in the country. People want to live where their dollar goes further and, in some cases, where they can be 

Without a commute, work-from-home employees automatically regain nearly 

 on average of time normally spent on the road. That’s five more hours of free time per week to spend with family, engage in hobbies or do whatever brings workers a better sense of work-life balance.

That’s good news for employers, too. Research shows 

 of people consider work-life balance in their job search, and 

 of employees with a good work-life balance say they plan to stay at their current jobs.

In addition to freeing up time, reduced commutes are good for the planet. In the U.S., 

 of greenhouse gas emissions come from transportation—mostly from cars, trucks, and buses. In Canada, a switch to telework for all employees able to work from home was projected to reduce emissions from transportation by 

And globally, carbon emissions dropped by 

 metric tons between 2019 and 2020. It was the 

 since the Second World War according to researchers.

How employers benefit from flexible work models

Nearly all of these employee remote work benefits lead to wins for employers as well. Consider these stats when envisioning the future of work.

Fewer people in the office means lower costs.

 in the wake of the pandemic, and experts doubt we’ll ever reach pre-COVID occupancy rates again. This isn’t exactly a loss. Global Workplace Analytics says letting employees work from home just half of the time can save companies up to 

With the cost of providing employee laptops and supply stipends being far lower than that, flexible work is the obvious choice. Many companies already offer anywhere between $1,000 one-time stipends (Google) to a $500 stipend plus coverage of employee internet bills (Chegg). 

Compared to $11k a year, that’s a steal.

Flexible work leads to greater happiness and productivity.

The added flexibility of remote work allows employees to balance work and home life, leading to higher rates of employee satisfaction. In fact, one study found employee happiness increases by up to 

 more productive than unhappy ones, according to research.

 of those who work remotely at least a few times per month show increased productivity. They did more work in less time, or more work in the same period of time.

Happier employees equals better retention.

Seeking a more flexible work schedule is the 

 most popular reason why workers are looking for a new job. Job seekers, at least 

 of them, want flexible work options. Meanwhile, 

 of current employees say they’d quit their jobs if they were required to go back to the office full-time.

Research by Bloomberg shows offering remote work just two days a week reduced quit rates by 

 and significantly increased employee satisfaction, work-life balance and intention to stay at a job. Just look at Spotify: the company allowed its 6,500 employees to work anywhere. Employee turnover dropped by 

According to SHRM, the average cost per hire is 

. This doesn’t include any losses incurred from positions sitting unfilled, slowing down productivity. The better your retention, the better your bottom line.

Remote work opens the door to more talent.

When it comes time to fill positions, flexible work brings yet another benefit for employers. 

Rather than limiting your candidate search to a geographic region, the world becomes your talent pool.

As Chris Herd, CEO of Firstbase, Tweeted: "We hire the best person in the world for every role. Our competitors hire the best person they can afford in a 30-mile radius.”

A flexible work schedule also makes jobs more welcoming for parents, caregivers and workers with 

. Employees and employers alike can even save on relocation costs and friction. And one more bit: surveys suggest 

 of hiring managers feel remote work has opened up their ability or willingness to utilize more freelancers.

While it’s impossible to predict exactly what the future of work will look like, a few things are certainly clear.

Companies that offer flexible work experience higher employee retention and productivity.

They save money and enjoy a bigger talent pool.

Meanwhile, employees of those companies experience higher satisfaction, flexibility, and savings.

They commute less, live where they want, and reduce our impact on the planet.

How prevalent will flexible work be? COVID-19 spurred widespread adoption, with 

 of the U.S. workforce working from home at least part-time in 2021. However, that won’t necessarily be the new normal.

Estimates forecast that we’ll level out to 

 of the U.S. workforce working from home at least part-time after the pandemic ends. That means some workers will return to the office full-time in the near future, but many will spend at least some working hours at home.

Here's why we're building Produce8 and how we're helping remote and digital-first teams work better together.

When you envision the future of work, what do you picture? If it involves teams gathered at the office—or even huddled around their computers between 9 and 5—think again.

Increasingly, we’re seeing companies use flexible work models such as hybrid work, asynchronous work and even the 4-day work week. Thanks to rapid advances in remote work capabilities, employers and employees alike have more power than ever before to shape and control their workweek.

So what does the future of work actually look like? Overwhelmingly, work is moving home. In 2022, McKinsey found that 58% of workers have the option to work from home at least part-time and that 87% take advantage of that option.

It reveals that the vast majority of computer and mathematical workers have a flexible work schedule and that 77% are willing to work remotely.

Painting a picture of the future of work requires taking these—and other statistics—into consideration. Here, we lay out some of the most interesting data about flexible work for both employers and employees.

Here’s your glimpse into the future…

The future of work for employees

The benefits of a flexible work schedule for employees are plentiful. Even beyond the obvious perks of working in your pajamas and saving on gas, there’s a lot to consider.

Remote work saves employees money.

A survey of 3,000 employees by Global Workplace Analytics found a typical employee can save $2,500 to $4,000 a year if they work from home. This number increases in large cities and for workers who move to less expensive areas.

As wages lag behind rapidly rising inflation, the value of these savings increases. In fact, nearly 40% of millennials and Gen Zers report flexible work has saved them money. It’s likely a contributing factor to their resistance to a return to the office.

Asynchronous work provides flexibility.

The Pew Research Center reports 77% of workers with jobs that can be done from home are choosing to do so at least some of the time. One of the biggest reasons cited is that working from home has made it easier to balance work and their personal life, according to 64% of respondents.

This valuable balance is thanks in large part to asynchronous work options. Asynchronous work allows workers to communicate and collaborate during their unique productivity peaks and personalize their work schedules to meet their individual needs and preferences.

Work from home, or wherever your heart is.

Gone are the days when workers absolutely had to live in the same city as their company’s physical office. The future of work is mobile.

The number of digital nomads rose from 4.8 million in 2018 to more than 15.5 million in 2022.

According to Upwork, 19 million Americans also planned to relocate in 2022 thanks to remote work. Of them, 28% intended to move more than four hours away.

Where are people moving? Perhaps expectedly, the flow is mostly from high-cost-of-living cities to more affordable areas.

Data shows San Francisco, Los Angeles and New York City are experiencing the highest outflow in the country. People want to live where their dollar goes further and, in some cases, where they can be closer to family.

Flexible work reduces commutes.

Without a commute, work-from-home employees automatically regain nearly an hour a day on average of time normally spent on the road. That’s five more hours of free time per week to spend with family, engage in hobbies or do whatever brings workers a better sense of work-life balance.

That’s good news for employers, too. Research shows 72% of people consider work-life balance in their job search, and 33% of employees with a good work-life balance say they plan to stay at their current jobs.

Less commuting helps the planet.

In addition to freeing up time, reduced commutes are good for the planet. In the U.S., 29% of greenhouse gas emissions come from transportation—mostly from cars, trucks, and buses. In Canada, a switch to telework for all employees able to work from home was projected to reduce emissions from transportation by 11%.

And globally, carbon emissions dropped by 1.89 billion metric tons between 2019 and 2020. It was the greatest relative fall since the Second World War according to researchers.

In terms of creating a sustainable workforce, it’s a win for the future of work.

How employers benefit from flexible work models

Nearly all of these employee remote work benefits lead to wins for employers as well. Consider these stats when envisioning the future of work.

Fewer people in the office means lower costs.

Office vacancy reached a height of 17.2% in the wake of the pandemic, and experts doubt we’ll ever reach pre-COVID occupancy rates again. This isn’t exactly a loss. Global Workplace Analytics says letting employees work from home just half of the time can save companies up to $11,000 a year per worker.

With the cost of providing employee laptops and supply stipends being far lower than that, flexible work is the obvious choice. Many companies already offer anywhere between $1,000 one-time stipends (Google) to a $500 stipend plus coverage of employee internet bills (Chegg). 

Compared to $11k a year, that’s a steal.

Flexible work leads to greater happiness and productivity.

The added flexibility of remote work allows employees to balance work and home life, leading to higher rates of employee satisfaction. In fact, one study found employee happiness increases by up to 20% with a flexible work schedule.

How does that benefit employers?

Happy employees are around 12% more productive than unhappy ones, according to research.

Another survey found that 77% of those who work remotely at least a few times per month show increased productivity. They did more work in less time, or more work in the same period of time.

Happier employees equals better retention.

Seeking a more flexible work schedule is the third most popular reason why workers are looking for a new job. Job seekers, at least 55% of them, want flexible work options. Meanwhile, 50% of current employees say they’d quit their jobs if they were required to go back to the office full-time.

Research by Bloomberg shows offering remote work just two days a week reduced quit rates by one third and significantly increased employee satisfaction, work-life balance and intention to stay at a job. Just look at Spotify: the company allowed its 6,500 employees to work anywhere. Employee turnover dropped by 15%.

According to SHRM, the average cost per hire is $4,683. This doesn’t include any losses incurred from positions sitting unfilled, slowing down productivity. The better your retention, the better your bottom line.

Remote work opens the door to more talent.

When it comes time to fill positions, flexible work brings yet another benefit for employers. 

As Chris Herd, CEO of Firstbase, Tweeted: "We hire the best person in the world for every role. Our competitors hire the best person they can afford in a 30-mile radius.”

A flexible work schedule also makes jobs more welcoming for parents, caregivers and workers with disabilities. Employees and employers alike can even save on relocation costs and friction. And one more bit: surveys suggest over half of hiring managers feel remote work has opened up their ability or willingness to utilize more freelancers.

The future of work is flexible

While it’s impossible to predict exactly what the future of work will look like, a few things are certainly clear.

Companies that offer flexible work experience higher employee retention and productivity.

They save money and enjoy a bigger talent pool.

Meanwhile, employees of those companies experience higher satisfaction, flexibility, and savings.

They commute less, live where they want, and reduce our impact on the planet.

How prevalent will flexible work be? COVID-19 spurred widespread adoption, with 45% of the U.S. workforce working from home at least part-time in 2021. However, that won’t necessarily be the new normal.

Estimates forecast that we’ll level out to 25 to 30% of the U.S. workforce working from home at least part-time after the pandemic ends. That means some workers will return to the office full-time in the near future, but many will spend at least some working hours at home.

A Few Powerful Stats that Prove Flexible Work is the Future of Work

“I'm not going to pine for the office. I'm not going to think about how it could have been different or how we should try to do things the way we used to in the office. I’m committed to creating a world-class remote organization.”

Those were the words Shauna Moran, Founder and Managing Director of 

, heard when she first met one of her clients. He was the CEO of his company and he came to her with an open mind and a high level of adaptability intelligence.

After his team began working from home in March 2020 to accommodate pandemic mandates, he made this decision. And the business remained remote, she said.

Moran provides coaching and training to hybrid and remote teams to help them increase their productivity and engagement while reducing burnout. And as she worked with this particular CEO and his team, she says she saw their business thrive as they embraced remote-first.

Aside from supporting what the team wanted and seeing improvements in productivity, the company was also able to reinvest dollars previously associated with renting a physical office space into new areas, including continuing to strengthen its 

So while other businesses were ‘waiting it out’ for things to return to the way they used to be, this business never looked back. And after thriving for two years, the company was purchased and the team began building its next remote-first startup.

In Moran’s experience, companies like this that continue to improve their remote infrastructure and continue to invest in their teams in a distributed way are rewarded.

“They see the benefits of having more access to talent—talent that wants flexibility. And they also see the benefits of having an amazing culture where people are retained.”

Remote work is no longer just a ‘perk’

“Remote is always going to be a part of all of our lives now in some way, shape or form,” said Moran.

There's always going to be a need for that level of flexibility. If you're making people come back into the office and they don't want to, you're probably not going to retain those people, she said.

“It's not just a way of working anymore, it's a way of living your life.”

During the pandemic, people were introduced to the remote-first work model. It allowed them to cut the commute out of their workdays, spend more time with their families and have more time to do the things they love. Now they don’t want to give that up, she said.

“Companies have to actually listen to what their team members want. They might want a little bit more in-person collaboration, but the general consensus is, ‘we want flexibility above everything else.”

According to a 2021 survey by job search site FlexJobs, 58% of respondents desired full-time remote work and 39% wanted a hybrid work situation. That means 

 of survey respondents were looking for some form of remote work flexibility.

 of people who were given the opportunity to work remotely were taking their employers up on it. And previous research by the consulting firm found workplace flexibility was a leading reason why workers accepted new job offers early in the pandemic.

“Employers should be aware that when a candidate is deciding between job offers with similar compensation, the opportunity to work flexibly can become the deciding factor.”

So if people want more remote work flexibility and businesses are starting to listen, what happens to the office?

Office vacancy rates rose significantly during the third quarter of 2021 reaching a peak of 

, according to an article in the Wharton School business journal.

“As tenants start to rethink space needs and their leases rollover, they’ll go into better buildings, and the [worse] buildings will be in trouble,” said Wharton real estate professor Joseph Gyourko in a podcast for the publication.

For some businesses, it’s not about moving into a better office space or even a smaller office space, it’s about saying goodbye to the office space all together.

“There will be huge variation, but I think people and families want the flexibility of at least a day [at home], and I think bosses are going to have to give it whether they like it or not…I don’t think we’ll go back to pre-COVID. I just don’t,” he said.

As a workplace transformation strategist and futurist, 

 is already seeing the beginnings of this process. 

Cross works with businesses, government agencies, and organizations of all shapes and sizes to help them put the right workforce training, policies and programs in place. She also coaches on change management strategy and works to help her clients embrace the future of work.

Cross said a lot of organizations that ended up seeing success and even flourishing during the height of the pandemic and work-from-home are now taking some thoughtful time to consider their strategies going forward.

“And let’s be honest, many employers who invested or are investing a lot of money in a physical office space and location have a vested interest in trying to figure out what in the world they're going to do with that space.”

Cross currently serves as a strategic advisor for the U.S. federal government—an industry in which moving away from office space could have broad implications, not just for its workforce but also for the nation at large.

 on the reduction of office space and what could be done based on federal telework trends,” she said.

The goal was to modernize federal telework using lessons learned during the pandemic. And according to Senator James Lankford, before that it had “been a decade since the last significant piece of telework legislation, the Telework Enhancement Act of 2010.”

At the time, this set the baseline standards in terms of federal telework.

Witnesses at the 2020 hearing spoke about the benefits of remote work in terms of recruitment, retention and cost savings after the pandemic ends. And since then, some are urging congress to pass the 

“It’s estimated by Global Workforce Analytics that taxpayers could save close to $2 billion annually in real estate costs alone and an additional $11 billion in cost savings on things like productivity, absenteeism, presenteeism, utility cost, commuting and environmental impacts,” said Cross.

Nearly 60% of the federal workforce in the U.S. were working remotely every day, all day during the height of the pandemic, she said.

“It'll be interesting to see if they try to push things back to the way that they were operating beforehand.”

The business case for embracing remote work

Of course, it’s not just the public sector workforce that benefits from a remote-first approach to work. Further data from Global Workforce Analytics states an average employer can save $11k per half-time remote worker per year.

 if you want to explore the potential ROI for your business.

Numbers like these are certainly enough to sway some business leaders. In Cross’ experience though, if certain people in an organization are convinced that continuing with remote work won't work then it doesn't matter what data, ROI calculations or justifications you put in front of them.

“The data is important. ROI is important. Cost savings are important. But at the end of the day, people have biases,” said Cross. “We have to pick away at proximity bias, location bias, distance bias and the mindset bias that breeds resistance very carefully, very politically so we can try to get to a more flexible mindset where we can embrace change and possibility—especially in this environment.”

Because what you do today will certainly affect your future, she said.

“I think it comes down to a holistic approach. If you're an employer, you need to really take time to listen to the employee experience and consider generational differences and what's going on in the world of work for your independent workers as well."

"It really does depend on peeling back the data a little bit further to offer a variety of flexible work options that suit the nature of the position and offer choices for workers that want very different ways of working in the new, new normal.”

Remote work isn’t eliminating the office anytime soon

There are still a lot of people and companies that aren’t ready to make this physical or mental shift for the long haul. And of course, this conversation leaves out a lot of industries and professions that will simply never be able to go entirely remote simply due to the nature of the work.

“Offices are necessary for many reasons. It is nice to come together and work in person occasionally, and for certain types of work it is absolutely necessary,” said Job van der Voort CEO and co-founder of 

—a platform that helps companies onboard and pay remote employees from anywhere in the world.

“I'm not going to pine for the office. I'm not going to think about how it could have been different or how we should try to do things the way we used to in the office. I’m committed to creating a world-class remote organization.”

Those were the words Shauna Moran, Founder and Managing Director of Operate Remote, heard when she first met one of her clients. He was the CEO of his company and he came to her with an open mind and a high level of adaptability intelligence.

After his team began working from home in March 2020 to accommodate pandemic mandates, he made this decision. And the business remained remote, she said.

Moran provides coaching and training to hybrid and remote teams to help them increase their productivity and engagement while reducing burnout. And as she worked with this particular CEO and his team, she says she saw their business thrive as they embraced remote-first.

Aside from supporting what the team wanted and seeing improvements in productivity, the company was also able to reinvest dollars previously associated with renting a physical office space into new areas, including continuing to strengthen its remote teamwork model.

So while other businesses were ‘waiting it out’ for things to return to the way they used to be, this business never looked back. And after thriving for two years, the company was purchased and the team began building its next remote-first startup.

In Moran’s experience, companies like this that continue to improve their remote infrastructure and continue to invest in their teams in a distributed way are rewarded.

“They see the benefits of having more access to talent—talent that wants flexibility. And they also see the benefits of having an amazing culture where people are retained.”

Remote work is no longer just a ‘perk’

“Remote is always going to be a part of all of our lives now in some way, shape or form,” said Moran.

There's always going to be a need for that level of flexibility. If you're making people come back into the office and they don't want to, you're probably not going to retain those people, she said.

During the pandemic, people were introduced to the remote-first work model. It allowed them to cut the commute out of their workdays, spend more time with their families and have more time to do the things they love. Now they don’t want to give that up, she said.

“Companies have to actually listen to what their team members want. They might want a little bit more in-person collaboration, but the general consensus is, ‘we want flexibility above everything else.”

And the data supports this.

According to a 2021 survey by job search site FlexJobs, 58% of respondents desired full-time remote work and 39% wanted a hybrid work situation. That means 97% of survey respondents were looking for some form of remote work flexibility.

Another survey by McKinsey found 87% of people who were given the opportunity to work remotely were taking their employers up on it. And previous research by the consulting firm found workplace flexibility was a leading reason why workers accepted new job offers early in the pandemic.

“Employers should be aware that when a candidate is deciding between job offers with similar compensation, the opportunity to work flexibly can become the deciding factor.”

So if people want more remote work flexibility and businesses are starting to listen, what happens to the office?

The changing face of office space

Office vacancy rates rose significantly during the third quarter of 2021 reaching a peak of 17.2%, according to an article in the Wharton School business journal.

“As tenants start to rethink space needs and their leases rollover, they’ll go into better buildings, and the [worse] buildings will be in trouble,” said Wharton real estate professor Joseph Gyourko in a podcast for the publication.

“There will be huge variation, but I think people and families want the flexibility of at least a day [at home], and I think bosses are going to have to give it whether they like it or not…I don’t think we’ll go back to pre-COVID. I just don’t,” he said.

As a workplace transformation strategist and futurist, Mika Cross is already seeing the beginnings of this process. 

Cross works with businesses, government agencies, and organizations of all shapes and sizes to help them put the right workforce training, policies and programs in place. She also coaches on change management strategy and works to help her clients embrace the future of work.

Cross said a lot of organizations that ended up seeing success and even flourishing during the height of the pandemic and work-from-home are now taking some thoughtful time to consider their strategies going forward.

“And let’s be honest, many employers who invested or are investing a lot of money in a physical office space and location have a vested interest in trying to figure out what in the world they're going to do with that space.”

Adding remote work to the federal agenda

Cross currently serves as a strategic advisor for the U.S. federal government—an industry in which moving away from office space could have broad implications, not just for its workforce but also for the nation at large.

“In 2020 there was a Senate hearing on the reduction of office space and what could be done based on federal telework trends,” she said.

The goal was to modernize federal telework using lessons learned during the pandemic. And according to Senator James Lankford, before that it had “been a decade since the last significant piece of telework legislation, the Telework Enhancement Act of 2010.”

At the time, this set the baseline standards in terms of federal telework.

Witnesses at the 2020 hearing spoke about the benefits of remote work in terms of recruitment, retention and cost savings after the pandemic ends. And since then, some are urging congress to pass the Telework Metrics and Cost Savings Act.

Nearly 60% of the federal workforce in the U.S. were working remotely every day, all day during the height of the pandemic, she said.

“It'll be interesting to see if they try to push things back to the way that they were operating beforehand.”

The business case for embracing remote work

Of course, it’s not just the public sector workforce that benefits from a remote-first approach to work. Further data from Global Workforce Analytics states an average employer can save $11k per half-time remote worker per year.

You can try GWA’s telework workplace savings calculator if you want to explore the potential ROI for your business.

Numbers like these are certainly enough to sway some business leaders. In Cross’ experience though, if certain people in an organization are convinced that continuing with remote work won't work then it doesn't matter what data, ROI calculations or justifications you put in front of them.

“The data is important. ROI is important. Cost savings are important. But at the end of the day, people have biases,” said Cross. “We have to pick away at proximity bias, location bias, distance bias and the mindset bias that breeds resistance very carefully, very politically so we can try to get to a more flexible mindset where we can embrace change and possibility—especially in this environment.”

Because what you do today will certainly affect your future, she said.

"It really does depend on peeling back the data a little bit further to offer a variety of flexible work options that suit the nature of the position and offer choices for workers that want very different ways of working in the new, new normal.”

Remote work isn’t eliminating the office anytime soon

So the office isn’t actually going extinct. Not yet, anyways.

There are still a lot of people and companies that aren’t ready to make this physical or mental shift for the long haul. And of course, this conversation leaves out a lot of industries and professions that will simply never be able to go entirely remote simply due to the nature of the work.

“Offices are necessary for many reasons. It is nice to come together and work in person occasionally, and for certain types of work it is absolutely necessary,” said Job van der Voort CEO and co-founder of Remote—a platform that helps companies onboard and pay remote employees from anywhere in the world.



“It’s also the case that not everyone can work from home.”

An office is a place where people do work, and they’re often well-designed with ergonomic work stations and facilities that contribute to worker efficiency and effectiveness, he said.

“They create a separate space outside of your day-to-day life. So if you don’t have the luxury to have a home office, an office is a great solution for that,” he said. “The problem comes when you’re forced to go to one and you’re expected at certain times.”

Before his current role, van der Voort worked for GitLab and experienced first-hand the seamlessness of working on a distributed team.

And beyond just making remote work functional, during his time with GitLab van der Voort saw how a company could scale and even IPO while fully remote. The benefits were clear, but he did notice one problem: hiring people in different countries was challenging. He decided to solve this.

Supporting the remote-first work model for people all around the world is something his business now does. But it wasn’t the driving force behind it.

“The real underlying reason [Remote was founded] is not because I think working remotely is so important, but rather I think it’s very important that it shouldn’t matter where on the planet you live, you should have access to great opportunities that pay well.”

Location shouldn’t dictate pay rate, he reasoned. If people have comparable skills, they should be able to earn a comparable income. But that so often isn’t the case. Remote work capability makes this possible, opening up all kinds of opportunities for employers and workers alike.

The consequences of resisting remote flexibility

The work landscape is undoubtedly changing, and hesitant business leaders need to at least be open to exploring new possibilities for the future of work.

So what’s in store for the businesses that continue to resist?

The evidence is out there that remote-first works really well and it makes people happier and therefore more productive, he said.

“Talk to companies that do work remotely and see how they perform,” he suggests.

Afterall, what more can a company want than to have a team of happy, productive people? And whether that’s achieved through remote, hybrid or even office-based work, that should be the end goal as we look ahead to the future of work.

“I think the future of the office is that we go to more of a flexible workspace—think more co-working space, less of a traditional office style,” said van der Voort. “I think that is where we’re headed.”

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