Destruction, disruption, change and transition strategies
POST*SHIFT
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Why transformative change sometimes needs transition, not destruction, and why we should engage with AI risk fears if we are to find the best way forward
In this edition, Lee Bryant explores the tension between disruption and continuity in digital transformation, particularly in critical sectors where stability is paramount. While the tech world often celebrates breaking down old systems, the real challenge lies in ensuring that what replaces them is functional and sustainable. Chesterton’s Fence—a principle cautioning against removing structures without understanding their purpose—serves as a reminder that reckless change can lead to unintended consequences, whether in government, financial systems, or corporate culture.
The article highlights the risks of tearing down institutions without a clear transition plan. From legacy IT systems to organisational structures, radical change without a nuanced understanding can backfire, leaving businesses and society worse off. In AI adoption, for example, replacing human decision-making with automated systems without considering long-term effects can lead to inefficiencies and loss of critical expertise.
Looking ahead, the discussion emphasises the importance of designing AI-driven organisations with intention. Rather than embracing disruption for its own sake, companies have an opportunity to build resilient, human-centred workplaces that balance automation with meaningful work. By learning from past transformation failures, leaders can take a more thoughtful approach to integrating AI, ensuring that innovation enhances rather than undermines organisational integrity.
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