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The 2026 organizational efficiency playbook: work smarter, empower people, and embrace change
By Melissa Jezior
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As we turn the page on 2025, one theme has dominated my conversations with business leaders across industries: efficiency. Or more precisely, the urgent need for increased efficiency as organizations navigate economic uncertainty, the relentless pace of technological change, and evolving workforce expectations has never been more critical.
Yet, Eagle Hill’s research throughout 2025 reveals a troubling paradox: although organizational efficiency remains a top priority for business leaders, many organizations are leaving significant productivity gains and employee efficiency improvements on the table.
Our research this year explored efficiency challenges from multiple angles: from how employees spend their time, to how organizations deploy technology, to the burnout that undermines performance. The findings paint a clear picture: efficiency isn’t just about working harder or implementing new tools. It’s about fundamentally rethinking how work gets done and, most importantly, listening to the people doing that work to improve organizational efficiency and workforce productivity.
The efficiency gap is real and costly
Our national Eagle Hill Consulting Efficiency Survey revealed a stark reality: 68% of U.S. workers report regularly spending time on low-value, inefficient tasks. Think about that for a moment. More than two-thirds of employees recognize they’re dedicating precious hours to work that doesn’t move the needle. This isn’t just frustrating for workers. It’s a massive drain on organizational resources, operational efficiency, and overall workforce productivity.
68% of employees
report regularly spending time on low-value, inefficient tasks
What’s perhaps most striking is that employees aren’t passively accepting this reality. We found 78% of workers regularly exchange ideas with colleagues about how to work more efficiently. They see the problems, they’re discussing solutions, and they want to contribute. Yet, 56% say their organization doesn’t incentivize them to find efficiencies, and 63% report their organization lacks a clear process for submitting improvement ideas. This is a big, missed opportunity. Employees are closest to the work and often have the best insights into operational bottlenecks and inefficiencies. Organizations that fail to tap into this wellspring of knowledge are essentially operating with one hand tied behind their backs.
56% of employees
report that their organization does not incentivize them to find efficiencies
This is a big, missed opportunity. Employees are closest to the work and often have the best insights into operational bottlenecks and inefficiencies that hinder workforce productivity and overall performance. Organizations that fail to tap into this wellspring of knowledge are essentially operating with one hand tied behind their backs.
Technology promises efficiency, but delivery lags
One of the most powerful tools for driving organizational efficiency should be technology, particularly automation and AI. Eagle Hill’s Technology Enablement Survey found 64% of employees believe automation of repetitive tasks would boost their productivity. But here’s where organizations are falling short: only 38% say automation has actually eliminated tedious tasks in the past year, and just 20% report their organization has improved automation over that period. Meanwhile, 67% of employees aren’t using AI at work, though more than half of those non-users want to learn.
The disconnect is clear. Employees see technology’s promise, but organizations aren’t delivering on that promise in ways that matter to workers. Too often, technology is deployed without aligning it to actual workflows or providing adequate support, particularly for seasoned employees who hold critical institutional knowledge. The result is underutilized tools, frustrated workers, and unrealized efficiency gains.
What we’ve learned is that organizations that put people at the center of their tech strategies—by involving employees early, redesigning processes alongside technology deployment, and designing for employee need alongside business need—see dramatically better returns in productivity and morale.
The burnout-efficiency connection
Another concerning finding from our employee burnout research is that 55% of employees report burnout and the vast majority (77%) say it’s diminishing their efficiency. This creates a vicious cycle: inefficient processes and overwhelming workloads fuel burnout, which in turn further erodes efficiency and performance.
77% of employees
say their burnout is impacting their efficiency at work
When employees are stretched thin, operating in survival mode, spending time on low-value tasks, and lacking the tools or processes to work smarter, burnout becomes inevitable. And burned-out employees can’t deliver the innovation, creativity, and productivity that organizations need to compete.
A path forward: five priorities for improving organizational efficiency in 2026
As we look ahead to 2026, organizations that prioritize efficiency in meaningful ways will have a significant competitive advantage. As they streamline processes, eliminate unnecessary work, and empower employees with the right tools, organizations will improve their bottom line and create healthier, more sustainable work environments that enhance workforce productivity.
Based on our research, here are five actions that organizations can take to make a real difference:
1
Create formal channels for employee input
Stop letting great ideas die on the vine. Establish clear, accessible processes for employees to submit improvement suggestions that enhance organizational efficiency, and more importantly, act on them. When workers see their ideas implemented, it creates a culture of continuous improvement.
2
Take a people-centric approach to technology
Before deploying new tools, involve employees in understanding their actual needs and pain points. Redesign processes to align with new capabilities. Provide robust training and support, especially for workers who may need additional help adapting. Technology alone doesn’t create efficiency, but technology paired with thoughtful implementation does.
3
Conduct an efficiency audit
Challenge teams to identify the low-value tasks consuming their time. What meetings could be eliminated? What processes could be automated? What reporting is no longer necessary? Sometimes the biggest efficiency gains come from simply stopping activities that no longer serve a purpose.
4
Address burnout systematically
Recognize that burned-out employees can’t perform efficiently. Look at workloads, staffing levels, and resource allocation. Create space for recovery and sustainable work practices. Efficiency gained by pushing people to their breaking point isn’t efficiency at all—it’s a recipe for turnover and declining performance.
5
Measure what matters
Track not just output, but the quality of work and employee sentiment. Organizations that are effective at improving productivity create feedback loops that help them understand what’s working and what isn’t.
Looking ahead: shift your efficiency lens
As we head into 2026, there’s an urgent need to reframe our thinking about organizational efficiency. It isn’t just about doing more with less. It’s about working smarter, breaking barriers, and empowering people to do their best work. The organizations that thrive will treat efficiency as a holistic challenge: engaging employees, leveraging technology smartly, and building sustainable practices. Success won’t come from demanding more—it will come from empowering teams with better tools, streamlined processes, and human-centered environments.
Here’s to a productive, efficient, and sustainable 2026!
Melissa Jezior
President and CEO, Eagle Hill Consulting
