Breaking Down the Infinite Workday

In our recent 2025 Work Trend Index Annual Report, we charted the emergence of the Frontier Firm—powered by intelligence on tap, run by human-agent teams, and defined by a new role for every employee, the agent boss. These firms are redesigning business processes around AI and agents to scale rapidly, operate with agility, and generate value faster than traditional companies.

But organizations will never complete their journey to becoming a Frontier Firm by concentrating on process alone. Our research, based on trillions of globally aggregated and anonymized Microsoft 365 productivity signals, reveals a challenging new roadblock: a seemingly infinite workday. 

AI offers a way out of the mire, especially if paired with a reimagined rhythm of work. Otherwise, we risk using AI to accelerate a broken system. To get a handle on this barrier to transformation, let’s start our infinite workday. 

The workday often begins before a lot of people are out of bed. By 6 am, many Microsoft 365 users are scanning overflowing inboxes in hopes of getting ahead. Our telemetry data shows:  

• 40% of people who are online at 6 am are reviewing email for the day’s priorities. 

• The average worker receives 117 emails daily—most of them skimmed in under 60 seconds. 

• Mass emails with 20+ recipients are up 7% in the past year, while one-on-one threads are on the decline (-5%). 

The inbox may still be the front door to work, but too often it opens to a flood of unprioritized chaos. 

By 8 am, Microsoft Teams overtakes email as the dominant communication channel, shifting the day into high gear.  

• The average worker receives 153 Teams messages per weekday. 

• Messages per person are up 6% YOY globally—more than 20% in regions like Central and Eastern Europe, the Middle East, and Africa, and over 15% in the UK and South Korea. 

Each email or message notification may seem small, but together they can set a frenetic tempo for the day ahead.  

The most valuable hours of the workday are often ruled by someone else’s agenda. Half (50%) of all meetings take place between 9–11 am and 1–3 pm—precisely when, as research shows, many people have a natural productivity spike in their day, due to their circadian rhythms. But our data reveals that we fill this time with meetings, leaving little room for deep focus. Tuesdays now carry the heaviest meeting load (23%), while Fridays taper to just 16%. Instead of deep work, these prime hours are spent cycling through a carousel of calls. 

But meetings aren’t the only force fracturing attention. By 11 am—peak productivity for many—message activity also surges, with 54% of users active. According to our telemetry data it’s the most overloaded hour of the day, as real-time messages, scheduled meetings, and constant app switching converge, making focus on any one task nearly impossible. 

Calendars may show a break in meetings after lunch, but that could also be a mirage. During this time we see Word, Excel, and PowerPoint (WXP) usage surge as employees attempt focus work like writing, analyzing data, and creating decks—but that time is fragmented. Our telemetry data shows that, on average, employees using Microsoft 365 are interrupted every 2 minutes by a meeting, email, or notification. That competing digital noise doesn’t appear on calendars, but as many information workers will likely attest, it’s deeply felt. In fact, our global Work Trend Index survey shows that nearly half of employees (48%)—and more than half of leaders (52%)—say their work feels chaotic and fragmented. 

The issue isn’t just volume—it’s sprawl. Our data shows that modes of communication are changing, coordination is more complex, and mental load is heavier.  

• 57% of meetings are ad hoc calls without a calendar invite—and 1 in 10 scheduled meetings are booked at the last minute.  

• Large meetings (65+ attendees) are the fastest-growing type—likely a result of employees navigating increasingly complex, cross-functional teams. 

• Nearly a third of meetings now span multiple time zones—up 35% since 2021. 

• And in the final 10 minutes before a meeting, PowerPoint edits spike 122%—the digital equivalent of cramming before an exam. 

For many, the workday now feels like navigating chaos—reacting to others’ priorities and losing focus on what matters most. In a time when every hour counts, that drift could quietly drain energy and stall business progress. 

The shift to the triple peak day that started during the pandemic is no longer a trend—for many, it’s the norm. Today’s workday stretches well into the evening. Our telemetry data shows that meetings after 8 pm are up 16% year over year, with global and flexible teams accounting for much of the increase. And it’s not just meetings: the average employee now sends or receives more than 50 messages outside of core business hours, and by 10 pm, nearly a third (29%) of active workers dive back into their inboxes, pointing to a steady rise in after-hours activity. 

But “working late” can be experienced differently. A recent study from Microsoft Research found that remote workers often see evening hours as a productive window for quiet catch-up. Hybrid workers, by contrast, are more likely to experience that same time as a source of stress. For managers and leaders, this isn’t just a footnote—it’s a signal that can help set clearer expectations, shape team culture, and better support teams. 

And for some, this pressure spills into the weekend—making Sunday feel like just another Monday:  

• Our telemetry data shows a notable bump in weekend email usage. Nearly 20% of employees actively working on the weekend are checking their email before noon on Saturday and Sunday—waking up to work, even on typical days off. And over 5% are back in email on Sunday evenings (6 pm and later)—the Sunday scaries are real and measurable. 

• And while email patterns mimic the workweek, other apps tell a different story: over the weekend, usage of WXP overtakes Teams messages as employees finally carve out time for uninterrupted focus work. 

This points to a larger truth: the modern workday for many has no clear start or finish. 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.  

Leaders are feeling the squeeze. With flat budgets and rising pressure to perform, 1 in 3 employees in our global Work Trend Index survey responded that the pace of work over the past five years has made it impossible to keep up. The signals are clear: it’s time to break the cycle. The future of work won’t be defined by how much drudgery we automate, but by what we choose to fundamentally reimagine. AI can give us the leverage to redesign the rhythm of work, refocus our teams on new and differentiating work, and fix what has become a seemingly infinite workday. The question isn’t whether work will change. It’s whether we will. 

Adopting AI isn’t enough. What you need now is a Frontier Firm mindset—one that questions how time is spent, how work gets done, and what truly drives impact. Here are three places to start: 

1. Follow the 80/20 rule. In a world of flat budgets and shrinking attention, activity is not the same as progress. The most effective organizations know this—and act on it. Frontier Firms are putting the Pareto Principle into practice, focusing on the 20% of work that delivers 80% of the outcomes. AI makes this not only possible but scalable. By deploying AI and agents to streamline low-value tasks—status meetings, routine reports, admin churn—leaders can reclaim time for what moves the business: deep work, fast decisions, and focused execution. The companies that can win in the age of AI won’t just work harder—they’ll work smarter and sharper. Not sure where to start? Watch this leadership keynote from the Microsoft 365 Community Conference on Building the Future Firm.  

2. Redesign for the Work Chart. Today, teams are organized by static functions like finance, marketing, and engineering. But with expertise available on demand through AI and agents, rigid structures add unnecessary friction. Take a product launch: content lives in marketing, data in analytics, budget in finance, and messaging with comms. A simple update like a price adjustment can take days and multiple meetings. It’s time to move from the org chart to the Work Chart—an agile, outcome-driven model in which lean teams form around a goal and use AI to fill skill gaps and move fast. At Supergood, an AI-first agency formerly called Supernatural, employees use a platform powered by decades of ad strategy to access insights instantly—no need to loop in a strategist on every brief. 

3. Become an agent boss. There’s a new generation of professionals rising through the chaos—not by working more, but by working smarter. We call them agent bosses. Take Alex Farach, a researcher at Microsoft who uses a trio of agents to supercharge his work: one collects new research daily, the next runs statistical analysis, and the third drafts briefs to help connect the dots. Instead of getting bogged down in manual work, Farach can focus on what matters—fast, high-quality insights that benefit the entire team. This is the future of work: human-agent teams built to adapt and scale. 

• Interruptions 
  Employees are interrupted every two minutes during core work hours—275 times a day—by meetings, emails, or chats.  
  Calculated as a rolling 28-day sum of pings (meeting invites, emails, chats) per unique user per workday. The two-minute figure reflects the average time between pings during an eight-hour workday. The 275 is based on the 24-hour day. Based on the top 20% of users by ping volume received. 

• Last-Minute PowerPoint Edits  
  Edits in PowerPoint spike 122% in the final 10 minutes before a meeting.  
  Calculated as a rolling 28-day sum of PowerPoint view and edit actions per meeting participant, measured across fixed time windows before meetings. 

• Ad Hoc Meetings  
  60% of meetings are unscheduled or ad hoc.  
  Based on a rolling 28-day volume of unique meetings per user per workday. Represents the top 20% of users by meeting volume. 

• After-Hours Chats  
  Chats sent outside the standard 9-to-5 workday are up 15% year over year, with an average of 58 messages per user now arriving before or after hours.  
  Calculated as a rolling 28-day sum of chats sent outside of Monday–Friday, 9 am–5 pm 

• Late-Night Meetings & Cross–Time Zone Work  
  Meetings starting after 8 pm are up 16% year over year, driven by an increase in cross–time zone collaboration. 30% of meetings now span multiple time zones—a figure that has risen 8 percentage points since 2021.  
  Measured as a rolling 28-day sum of meetings starting between 8 pm and 11:59 pm, adjusted for each participant’s local time. 

Work Trend Index Survey  
The Work Trend Index survey was conducted by an independent research firm, Edelman Data x Intelligence, among 31,000 full-time employed or self-employed knowledge workers across 31 markets between February 6, 2025 and March 24, 2025. This survey was 20 minutes in length and conducted online, in either the English language or translated to local languages across markets. 1,000 full-time workers were surveyed in each market, and global results have been aggregated across all responses to provide an average. In the US, an additional sample of 4,500 full-time employed or self-employed knowledge workers was collected across nine sub-regions/metros. 

Global markets surveyed include:   
Argentina, Australia, Brazil, Canada, China, Colombia, Czech Republic, Finland, France, Germany, Hong Kong, India, Indonesia, Italy, Japan, Malaysia, Mexico, Netherlands, New Zealand, Philippines, Poland, Singapore, South Korea, Spain, Sweden, Switzerland, Taiwan, Thailand, United Kingdom, United States, and Vietnam. 

Sub-regions/Metros in the United States surveyed include: Atlanta, Austin, Boston, DC Metro, Houston, New York City, North Carolina, Pittsburgh, and the San Francisco Bay Area. 

Audiences mentioned in the report are defined as follows: 

• Knowledge workers: Those who typically work at a desk (whether in an office or at home). This group includes those who are in person or working remotely in some capacity. 

• Leaders: Knowledge workers in mid to upper job levels (e.g., SVP, VP, Sr. Director, General Manager, EVP, C-Suite, President, etc.) who have at least some decision-making influence related to hiring, budgeting, employee benefits, internal communications, operations, etc. 

• Employees: Knowledge workers who are not in mid to upper job levels or have no influence on decision-making related to hiring, budgeting, employee benefits, internal communications, operations, etc. 

• Managers: Knowledge workers who manage a team or group of employees. Managers can be business decision makers or non-business decision makers. 

• Frontier Firms: Leaders who say their company has organization-wide deployment of AI and believe their organization is a leader in actively investing in AI, and is measuring ROI on these investments. They say they have seen some ROI from implementation of AI and believe it is critical to their long-term success as an organization. They believe agents will be key to realizing a return on their company’s AI investments. These leaders say they work at organizations that are currently using agents or other AI tools that bring previously outsourced skill sets in-house, or are using multi-agent systems that collaborate to achieve a goal or execute complex workflows. Their company plans to moderately or extensively incorporate agents into its AI strategy over the next 12–18 months.