Since the start of the COVID-19 pandemic, there’s been a rapid acceleration of digital transformation across the entire healthcare industry. Telehealth has become a more mainstream and safe way for patients and caregivers to connect. Machine learning modeling has helped speed up innovation and drug discovery. And new levels of integration and data portability have helped enable greater vaccine availability and equitable access to those who need it.

Data has been at the crux of this digital transformation — helping people stay healthy, accelerating life sciences research and delivering more personalized and equitable care. We recently unveiled partial results from our research with The Harris Poll, which revealed that nearly all physicians (95%) believe increased data interoperability will ultimately help improve patient outcomes. Today, we’re unveiling the second part of that research. 

In February 2020, we commissioned The Harris Poll to survey 300 physicians in the U.S. about their biggest pain points — this was just before the COVID-19 pandemic strained the entire healthcare system and made us all hyper-aware of the risks we take in going to the hospital. In June 2021, we followed-up with those same questions and more. What it unveiled was just how much COVID-19 reshaped technology’s role in the healthcare field and how it’s changing day-to-day operations for physicians. 

Here are some of the highlights: 

Healthcare organizations accelerated technological upgrades over the course of the pandemic. After a year shaped primarily by the COVID-19 pandemic, use of telehealth saw substantial YOY growth, jumping nearly threefold from 32% in February 2020 to 90% this year. Forty-five percent of physicians say the COVID-19 pandemic accelerated the pace of their organization’s adoption of technology. In fact, more than 3 in 5 physicians (62%) say the pandemic has forced their healthcare organization to make technology upgrades that normally would have taken years. For example, 48% of physicians would like to have access to telehealth capabilities in the next five years. Before the COVID-19 pandemic, about half of physicians (53%) say their healthcare organization’s approach to the adoption of technology would best be described as “neutral” (i.e., willing to try new technologies only if they have been in the market for awhile or others have tried and recommended them). 

Despite the technological leaps this year, most physicians still believe the industry lags behind in technology adoption but recognize the opportunity for technological support and advancement. The majority of physicians don’t view the healthcare industry as a leader when it comes to digital adoption. More than half of physicians describe the healthcare industry as lagging behind the gaming (64%), telecommunications (56%), and financial services industries (53%). However, the healthcare industry is not seen to be trailing as much as it was last year behind retail (54% in 2020; 44% in 2021); hospitality and travel (53% in 2020; 43% in 2021); and the public sector (39% in 2020; 26% in 2021). 

Better interoperability alleviates physician burnout, improves health outcomes and speeds up diagnoses. The majority of physicians say increased data interoperability will cut the time to diagnosis for patients significantly (86%) and will ultimately help improve patient outcomes (95%.) In addition to better patient experiences and outcomes, more than half of physicians (54%) believe increased access to data via technology has had a positive impact on their healthcare organization overall. A majority believe that technology can alleviate the likelihood of physician “burn-out” (57%) and that efficient tools help decrease friction and stress (84%). And, as a result, 6 in 10 physicians say access to better technology and clinical data systems would allow them to have better work/life balance (60%) and that better access to/more complete patient data would reduce administrative burdens (61%). It is therefore not surprising that nearly 9 in 10 physicians (89%) say they are increasingly looking for ways to bring together all patient data into a single place for a more complete view of health. 

Familiarity with new Department of Health and Human Services (DHHS) interoperability rules grows, and many physicians are in favor. Most physicians (74%) say they have at least heard of the new DHHS rules (launched in 2019) to improve the interoperability of electronic health information. This is a clear rise from 2020 (64%), but deeper knowledge is fairly low. Only 30% of physicians say they are somewhat or very familiar with the new rules (though, again, this is a rise from 2020, when only 18% said they were very/somewhat familiar). Similar to in 2020, among those who have heard of the new rules, nearly half are in favor (48% in 2021; 45% in 2020) but a similar proportion remain unsure (46% in 2021; 50% in 2020). And like in 2020, by far the top potential benefit of the rules is thought to be forcing EHRs to be more interoperable with other systems (70%).

Google was founded on the idea that bringing more information to more people improves lives on a vast scale. In healthcare, that means creating tools and solutions that make data available in real time to help streamline operations and improve quality of care and patient outcomes. For example, our recently announced Healthcare Data Engine makes it easier for healthcare and life sciences leaders to make smart real-time decisions through clinical, operational, & groundbreaking scientific insights. To find out more about the Healthcare Data Engine, click here.

^{Survey methodology: The 2021 survey was conducted online within the United States by The Harris Poll on behalf of Google Cloud from June 9 – 29, 2021 among 303 physicians who specialize in Family Practice, General Practice, or Internal Medicine, who treat patients, and are duly licensed in the state they practice. The 2020 survey was conducted from February 18 – 25, 2020 among 300 physicians who specialize in Family Practice, General Practice, or Internal Medicine, who treat patients, and are duly licensed in the state they practice. Physicians practicing in Vermont were excluded from the research. This online survey is not based on a probability sample and therefore no estimate of theoretical sampling error can be calculated. For complete survey methodology, including weighting variables and subgroup sample sizes, please contact press@google.com.}

Driving impact over output in a new era of work

As Google’s productivity advisor, I spend a lot of time coaching executives on ways they can make the most of their work day. Over the years, people have come to me with very different ideas about what productivity is, why it matters, and how to achieve it. Often, they think it’s about extracting every last ounce of output from a day—likely because the idea of productivity comes from economics and is most closely associated with factory conveyor belts and efficiency. 

My definition of personal productivity is different. It’s less about getting as much as you can out of each day and more about achieving the things you set out to accomplish and making an impact. 

Productivity is grounded in understanding yourself as a whole person. What makes you happy at work and outside of work? What are your natural rhythms and peak times for creativity, focus, or efficiency? When are you most engaged in meetings? What makes you feel unstoppable when responding to emails? And when do you need to take a break, do some uninterrupted thinking, or deepen social connections with your colleagues? 

When people don’t understand these aspects of productivity, they struggle to make an impact—no matter how well they manage their calendars and inboxes. 

During the global pandemic, we’ve realized the importance of sustaining the wellbeing of ourselves and our families, setting healthy boundaries, and bringing intention to the work day. Among those lucky enough to have the flexibility to work from home, many had to juggle new obligations, from homeschooling to caregiving. And without a solid plan in place, people often found themselves working longer hours and facing burnout.

Now, even as the pandemic enters new and unforeseen phases, many organizations are gearing up for a hybrid work model, Google included. As we make those plans, it’s important that people take a fresh look at personal productivity and plan to maximize wellbeing and impact across all the places they work. 

I developed this new guide with these challenges in mind. It gathers up all my best productivity and wellbeing tips from over the years, including how to:

• Rethink your time and your calendar
• Transform your inbox
• Make meetings more meaningful
• Bring productivity and wellbeing together

As we embrace new ways—and places—of working, all these areas feel more important than ever.

Download The Google Workspace guide to productivity and wellbeing.

Editor’s note: Today’s post is by Roger Lim, IT Manager of Collaboration Infrastructure Development, and Jim Arcure, Director of Infrastructure Development, both with Colgate-Palmolive, the multinational consumer products company. Colgate-Palmolive is in the midst of a multiyear project to create a collaborative, flexible work culture, leveraging Google Workspace and Chrome Enterprise.

Colgate-Palmolive Company is a caring, innovative growth company reimagining a healthier future for all people, their pets, and our planet. Focused on Oral Care, Personal Care, Home Care, and Pet Nutrition, and reaching more than 200 countries and territories, Colgate teams are developing and selling product offerings essential to society through brands such as Colgate, Palmolive, elmex, meridol, Tom’s of Maine, hello, Sorriso, Speed Stick, Softsoap, Irish Spring, Protex, Sanex, Filorga, eltaMD, PCA Skin, Ajax, Axion, Fabuloso, Soupline and Suavitel, as well as Hill’s Science Diet and Hill’s Prescription Diet.  

Colgate-Palmolive has been accelerating growth and delivering meaningful innovation and attracting new and diverse talent in areas such as ecommerce, innovation and digital. That speed and agility comes in large part from the Chrome Enterprise tools that allow the business to move faster and stay competitive.

Changing out software and hardware for 30,000 employees in 70+ countries is a massive project. Early on, we chose Chrome Enterprise as our partner. We had to move away from our dependency on legacy platforms, software, and devices if our business was going to thrive. We knew cloud-based tools like Chrome and Google Workspace would do what on-premises solutions can’t—ease the IT workload while keeping employees happy and productive.

Why we’re escaping legacy apps and embracing the cloud

We don’t want Colgate-Palmolive’s size and geographical breadth to get in the way of people working together and maintaining its strength in global teamwork. That’s why we’re replacing bulky, hard-to-maintain, on-premises applications and software with cloud versions that everyone can securely access in a web browser.

As an IT team, we thought about how much work time we spent installing, updating, and troubleshooting software (up to 30 percent of work hours during big upgrades!). As we were looking at ways to work together better, we had our eyes on the cloud revolution—and, specifically, Chrome Enterprise and Google Workspace.

First step, switch to a new browser

Back in 2016, the IT team was working to move everyone to Google Workspace and away from legacy productivity applications. Once you start Google Workspace adoption, it’s time to take a closer look at browser options.

We chose Chrome Browser for several reasons. It updates automatically, so we could cross lengthy upgrade tasks off our list. An even bigger benefit is that Chrome Browser’s management tools, data protection, and malware detection are all built in. We anticipate a lot of synergy here by leveraging these features and having our users go all Chrome.

Chrome Browser also gave us tools to manage and grant access to apps across our multi-platform device fleet. We call Chrome Browser Cloud Management our “golden nugget” because every browser gets enrolled automatically in browser management.

It’s now much easier to push out new extensions and apps (and allowlist or blocklist them) compared to the time-consuming process of using our existing desktop policy management settings. The ability to easily manage extensions is a huge benefit since it enabled IT to provide new and safe functionality to our end users.

Next, share new ways of working together 

Our IT team wants workers to see the benefits of Google Workspace and Chrome Browser on their own, but sometimes we have to guide them toward the finish line. At the beginning of the project, we developed “Going Google” tools to notify users to consider Google Workspace when opening legacy applications that are no longer needed.

As Chrome Enterprise and Google Workplace became our primary productivity tools, it was also important to ensure our users did not fall back on old habits. Our “Going Google” tools gave our IT organization the ability to not only notify, but turn off specific legacy apps per user. Though IT could easily restore access to these legacy apps on a temporary basis, we have seen a significant dropoff in these types of requests over the past few months. Our goal is to give Colgate people a gentle and consistent reminder that we will be a Google Workspace-only company. By taking these active and decisive steps, we ensure that our users and teams are migrating to Google Workspace today.

To that end, we’ve provided lots of support. We use over 1,000 Colgate “Google Guides” around the world who run on-site classes and webinars on Google Workspace, and are available for one-on-one help, as well as roughly 700 “Google Gurus” who are savvy early-adopters and can lend a hand to colleagues with questions about Google Workspace. Our training classes and webinars are playing to packed houses, and we’re scheduling sessions that focus on specific skills, like a class about using Google Sheets attended by 250 people via Google Meet.

Finally, start rolling out new devices

If we can get everyone at Colgate-Palmolive working in Google Workspace and Chrome Browser, then offering Chromebooks is another natural fit: Chromebooks and the Chrome OS are built for the cloud world we want to work in. We’re pilot testing about 200 Chromebooks for employees, mostly in our customer development department. The Chromebooks are in high demand in challenging locations because they’re easier to deploy for new hires. When employees eventually get back to their offices, we are eager to expand Grab-and-Go racks for people that need a temporary loaner. These Grab-and-Go racks in our New York City and Piscataway, N.J. offices will provide another way for people to test drive Chromebooks. 

Two hundred-odd years after Colgate-Palmolive started doing business, we’re excited about the modern focus of our workplace tools. The Google tools that allow us to collaborate also allow the company to succeed well into our third century.