Why the concept of waiting for anything is becoming obsolete for the modern consumer

By Leslie Sturgeon

February 5th, 2026

BURLINGTON, ON

There was a time when a line stretching out the door of a local bakery or a packed waiting room at a clinic was viewed as a sign of quality. It signaled that the product or service inside was worth the wait, and standing in a queue was simply the price of admission for something good. That era is over. In today’s hyper-connected world, a long wait is no longer a badge of honour for a business; it is viewed as a failure of logistics and a sign of disrespect for the customer’s time.

The modern consumer has been trained by algorithms and optimized supply chains to expect near-instant results. When a webpage takes more than three seconds to load, we assume it is broken. When a package takes more than two days to arrive, we wonder what went wrong at the warehouse. This shift in perspective has fundamentally altered the relationship between businesses and patrons. Patience is no longer a virtue required of the customer; speed is now a mandatory virtue of the provider.

The cultural shift away from patience in service delivery

The psychology behind waiting has shifted dramatically over the last decade. Previously, a wait was an expected pause in the day, perhaps a moment to people-watch or simply decompress. Today, waiting is perceived as an active annoyance, a barrier preventing us from moving on to the next task. This is particularly true in retail and service environments where the transaction itself is routine. When the act of paying takes longer than the act of selecting the item, the customer experience sours instantly.

The physical act of queuing feels archaic in a world where digital queues are managed silently in the background. Consequently, businesses that rely on physical presence without optimizing for speed are seeing a sharp decline in customer loyalty.

This intolerance is driven by a heightened awareness of opportunity cost. Modern consumers are acutely aware that they could be doing something else—answering emails, consuming content, or managing their household—rather than staring at the back of a stranger’s head in a checkout lane. The physical act of queuing feels archaic in a world where digital queues are managed silently in the background. Consequently, businesses that rely on physical presence without optimizing for speed are seeing a sharp decline in customer loyalty.

How technology creates an expectation of immediate gratification

Smartphones have effectively become the remote controls for our lives, granting us the ability to summon cars, food, and entertainment with a single tap. This “on-demand” economy has rewired our neural pathways to anticipate a dopamine hit the moment we express a desire. If we want to watch a movie, we stream it instantly; we don’t drive to a rental store. If we need a specific ingredient, we order it for same-day delivery. When we game online, we choose the fastest payout casinos so we can get our winnings cashed out that day, not next week. This technological baseline has made the very concept of “business hours” or “processing time” feel obsolete.

The data supports this massive behavioral migration toward digital efficiency. As people reclaim hours previously lost to commuting or errands, they are fiercely protective of that time. Interestingly, while consumers technically have more free time now than in previous years, the way they allocate it has changed. They are choosing to spend that surplus on solo, high-efficiency digital activities rather than low-efficiency physical ones. The preference is clear: we would rather spend an hour browsing online from the comfort of our couch than twenty minutes standing in a crowded store.

As one sector masters speed—like ride-sharing or food delivery—it resets the clock for everyone else.

This shift creates a compounding effect. As one sector masters speed—like ride-sharing or food delivery—it resets the clock for everyone else. A consumer who just ordered dinner in thirty seconds is going to be incredibly impatient when they have to wait twenty minutes to file an insurance claim or book a haircut. The technology that liberated us from waiting has also imprisoned us in a cycle of constant expectation, where “now” is the only acceptable timeline.

Adapting local business models to meet the demand for now

For local businesses in Burlington and beyond, the challenge is how to compete with the instant gratification provided by global tech giants. The answer often lies in hybrid solutions that blend physical quality with digital efficiency. It is no longer enough to just have a great product; the logistics of getting that product into the customer’s hands must be frictionless. This is why we are seeing a surge in “buy online, pick up in-store” (BOPIS) models, which effectively remove the browsing and queuing time while preserving the instant possession of the item.

The statistics paint a stark picture of the consequences for those who fail to adapt. Recent research indicates that time spent waiting in retail lines increased by 61% since 2022, a trend that directly correlates with rising consumer dissatisfaction. Shoppers are voting with their feet—or rather, their thumbs. When faced with the prospect of a physical queue, many are simply opting out entirely.

This avoidance behavior is reshaping the retail calendar. During major sales events, the romanticized idea of the “doorbuster” crowd is fading. Nearly three-quarters of consumers planned to shop online during the last major holiday season, largely to avoid the chaos and delays of in-person shopping. For local businesses, this means that if you cannot offer a virtual queue or a pre-order system, you are likely losing a significant portion of your potential market to competitors who can.

The future of customer loyalty implies speed

If value is being added to the client, it is a worthwhile use of time. If not the client is not likely to return.

The trajectory is clear: the businesses that will thrive in the coming years are those that treat time as a currency as valuable as cash. We are moving toward a “zero-wait” economy where predictive analytics and automation will likely eliminate the concept of queuing entirely. In this future, walking into a store and waiting to pay will feel as antiquated as using a rotary phone.

However, this doesn’t mean the human element is dead. It means the human element must be decoupled from the administrative burden. If a customer is spending time with a business, it should be for value-added interactions—consultation, customization, or experience—not for the administrative drudgery of processing a transaction. The businesses that understand this distinction will not only survive the shift; they will define the new standard of service.