As concerns over excessive smartphone use continue to grow, consumers are increasingly turning to a range of digital and physical tools designed to reduce screen time and limit access to distracting applications.

The market for digital wellbeing products has expanded in recent years as smartphone users seek practical ways to manage habits associated with social media platforms and other highly engaging mobile applications.

Many of these solutions are built around the idea that reducing phone usage requires more than awareness alone and often depends on creating barriers that interrupt habitual behaviour.

One of the simplest approaches relies on a low-tech solution: placing a rubber band around a smartphone. While rudimentary, proponents argue that the added friction can serve as a reminder to use the device more intentionally.

The method has gained attention among individuals seeking inexpensive ways to discourage reflexive phone checking without relying on additional technology.Other users have embraced software-based interventions.

A growing category of applications is designed specifically to help people reduce dependence on their devices by employing many of the same behavioural techniques used by social media platforms to encourage engagement.

These tools typically incorporate reminders, progress tracking, rewards and other forms of gamification intended to reinforce periods of reduced screen use.Among the products attracting attention are BePresent and ScreenZen.

BePresent offers a range of usage-control features through a subscription model, while ScreenZen operates on a donation-based system and allows users to access its core functionality without charge. Both applications are designed to help users create barriers between themselves and frequently used apps, while providing incentives to maintain healthier digital habits.

Developers of such tools argue that technology itself can be used to counteract problematic usage patterns. By rewarding periods of abstinence and making access to distracting applications less immediate, they aim to reshape behaviour over time.

A separate category of products seeks to move beyond software restrictions by introducing a physical element into the process. One example is Brick, a small plastic tile that acts as a gateway to selected smartphone applications.

The device attaches magnetically to metal surfaces such as refrigerators, doors or other household fixtures. Users can tap the tile to lock designated applications and tap it again to restore access. While the smartphone remains fully operational for most functions, selected apps become inaccessible until the user physically returns to the Brick device to unlock them.

Supporters of the approach argue that physical separation addresses one of the main weaknesses of software-only restrictions. Applications that are deleted can often be reinstalled within seconds, while digital blockers may be disabled with minimal effort.

Introducing a physical step creates an additional layer of inconvenience that can discourage impulsive behaviour.The concept is rooted in behavioural psychology, which suggests that even small increases in effort can significantly reduce the likelihood of habitual actions.

By requiring users to move to a different location before regaining access to distracting applications, products such as Brick attempt to exploit natural tendencies toward convenience and inertia.Advocates say the effectiveness of these tools lies not in making access impossible but in making it less immediate.

Users remain free to access social media platforms or other restricted applications whenever necessary, but the added effort creates a moment of reflection before the action is completed.

The growing popularity of both software and hardware solutions highlights broader concerns surrounding digital wellbeing.

As smartphones continue to play an increasingly central role in daily life, consumers are experimenting with a variety of strategies aimed at regaining control over their attention and reducing the impact of constant connectivity.

E-commerce giant aims to streamline operations, reduce bureaucracy, and boost AI-driven efficiency amid shifting tech landscape

Amazon is preparing to make one of its largest workforce reductions in years, with plans to eliminate as many as 30,000 corporate positions starting Tuesday, according to multiple sources familiar with the matter.

The cuts, representing nearly 10% of Amazon’s corporate workforce, mark another significant chapter in the company’s efforts to streamline operations and embrace artificial intelligence to enhance efficiency.

While the figure accounts for only a small fraction of Amazon’s total global headcount of 1.55 million employees, it would still be one of the largest corporate layoffs in the company’s history — second only to the 27,000 jobs eliminated during the 2022 restructuring.

The layoffs are expected to affect divisions across human resources, operations, devices, services, and Amazon Web Services (AWS), the company’s powerful cloud computing unit.

The restructuring, insiders say, is part of CEO Andy Jassy’s ongoing campaign to reduce bureaucracy and modernize management.

Jassy has been vocal about the need to make Amazon more agile, efficient, and responsive to technological changes, including the integration of AI to automate routine and repetitive corporate tasks.

Managers within impacted divisions reportedly underwent training on Monday to prepare for the process of notifying affected staff. According to those familiar with the matter, employees will begin receiving official layoff emails starting Tuesday morning.

Amazon declined to comment on the reported cuts, but industry analysts say the move underscores a broader trend in the technology sector — one where companies are increasingly relying on AI-powered productivity gains to manage costs and streamline workflows.

“This latest move signals that Amazon is likely realizing enough AI-driven productivity gains within corporate teams to support a substantial reduction in force,” said Sky Canaves, an analyst at eMarketer.

“The company is also under pressure to offset its massive investments in AI infrastructure in the short term.”

Jassy’s drive for reform is not new. Earlier this year, he implemented an internal feedback system allowing employees to anonymously flag inefficiencies within the organization.

The initiative resulted in over 1,500 employee submissions and led to 450 process changes. The goal, according to Jassy, is to eliminate unnecessary layers of management and speed up decision-making — a critical step as Amazon navigates a rapidly changing retail and tech environment.

The cuts also reflect Amazon’s evolving approach to post-pandemic workforce management. During the height of the COVID-19 crisis, the company hired aggressively to meet soaring e-commerce demand.

However, with consumer habits normalizing and economic pressures mounting, Amazon has been reassessing its corporate structure to better align with future growth goals.

Adding to the internal strain is the company’s strict return-to-office policy, requiring employees to be on-site five days a week — one of the toughest mandates in the tech industry.

Sources indicate that the policy has not achieved the attrition Amazon had hoped for. Some employees who have failed to comply are reportedly being treated as having voluntarily resigned, allowing Amazon to reduce costs without paying severance packages.

The planned cuts come as Amazon continues to rely heavily on its cloud business, AWS, which remains the company’s most profitable segment.

However, AWS has faced slowing growth amid fierce competition from Microsoft Azure and Google Cloud. Amazon’s cloud revenue grew 17.5% in the second quarter, lagging behind Azure’s 39% and Google Cloud’s 32%.

Analysts expect AWS’s third-quarter growth to slow slightly to around 18%.

Despite the restructuring, Amazon remains optimistic about the upcoming holiday season. The company announced plans to hire 250,000 seasonal workers to handle surging online orders — consistent with previous years.

This seasonal hiring drive is expected to help balance the workforce reductions occurring in its corporate divisions.

Meanwhile, Amazon has also begun reorganizing parts of its People Experience and Technology (PXT) division, particularly its diversity initiatives.

An internal memo reviewed by reporters showed that several employees in this unit have been promoted or reassigned to new roles, signaling the company’s commitment to evolving its human resources strategies even amid widespread job cuts.

According to Layoffs.fyi, a website tracking tech industry job losses, nearly 98,000 tech employees have been laid off across 216 companies in 2025 alone.

This figure follows a total of 153,000 cuts in 2024, showing that downsizing remains a dominant trend as the tech sector adjusts to economic shifts and AI adoption.

Amazon’s stock responded modestly to the reports, rising 1.2% to $226.97 on Monday. Investors appear to view the move as a sign of financial discipline and forward-looking adaptation to technological realities.

The company is scheduled to release its third-quarter earnings report on Thursday, which may shed more light on the financial rationale behind these cuts and the expected impact of AI integration across its operations.

As Amazon moves into another transformative phase, the message from leadership is clear: automation and efficiency are the new priorities.

The challenge will be maintaining innovation and morale amid deep structural change — a balance that could define the company’s next decade.