We Are Living in an Age of Disruption

There are moments in life when you stop and think, “The ground is shifting beneath us.” Lately, I’ve had that feeling more often than not. As a consultant and executive recruiter who’s worked with companies through multiple economic cycles, leadership transitions, and cultural transformations, I’ve come to believe we are not just experiencing change—we’re living in a full-blown age of disruption.

Disruption used to be an occasional event: a company like Uber upending the taxi industry, or Netflix reshaping how we consume entertainment. Today, disruption is not the exception—it’s the norm. It’s no longer limited to Silicon Valley startups or the tech sector. Disruption is everywhere: in how we work, how we learn, how we govern, and how we live.

Let me break this down with a few examples from my own work.

Workplace Transformation

Not long ago, I helped a client through a CEO succession process. The board was committed to bringing in someone with deep operational chops and a growth mindset. What became evident very quickly was that traditional leadership models—the ones built on hierarchy, tenure, and control—were no longer sufficient. The finalists who stood out were the ones who could lead through uncertainty, engage with a hybrid workforce, and think deeply about culture. One candidate impressed the board not with a flashy resume, but with how she talked about listening—really listening—to frontline employees during COVID, and adapting strategy based on what they needed in real time.

The workplace is being reinvented on the fly. Remote and hybrid models have become standard, but they’re still evolving. People are questioning the value of being in the office five days a week, or at all. Leaders who cling to pre-pandemic models of productivity and presenteeism are finding themselves out of step. One client recently told me, “We didn’t change because of the pandemic—we were forced to admit that the old model wasn’t working.”

Generational Shifts

We’re also navigating a significant generational shift. As Baby Boomers retire, Millennials and Gen Z are moving into leadership positions—and they’re bringing different values to the table. They care more about purpose, flexibility, and transparency than any generation before them. And they’re not afraid to walk away from organizations that don’t align with their beliefs.

I’ve worked with family-owned businesses trying to figure out how to pass the torch to the next generation. In one case, the founder’s children didn’t want to follow in their father’s footsteps—not because they didn’t love the business, but because they had a different vision for it. They wanted to prioritize environmental impact and community engagement over growth at any cost. That tension—between legacy and innovation—is playing out in boardrooms across the country.

Artificial Intelligence and the New Frontier

Then there’s AI. If you had asked me five years ago whether artificial intelligence would be part of my everyday work, I would have laughed. Today, I use AI tools to research markets, summarize interview notes, and even draft reports. More importantly, clients are asking how AI will affect their industries—and their leadership pipelines.

One of my clients in the real estate sector is wrestling with how AI and machine learning could disrupt everything from property valuations to tenant engagement. The challenge isn’t just about technology—it’s about people. How do you build teams that can thrive in an environment where automation is constant and skills need to be updated every 12 months? How do you lead when the future is being rewritten in real time?

The Education Disruption

Even education—once the bedrock of consistency—is shifting dramatically. My daughter is in the middle of her college search, and it’s striking how different the experience is from my own. Colleges are now competing not just on academics, but on flexibility, global relevance, and career readiness. Online programs, international campuses, and gap year options are part of the mainstream. The value proposition of a four-year degree is under scrutiny in ways it never was before.

And it’s not just students who are feeling the disruption. Colleges and universities are rethinking their business models, their curriculum, and their very missions. I’ve spoken with university administrators who are trying to figure out how to make liberal arts degrees relevant in a world obsessed with STEM and ROI. That balancing act—between enduring values and urgent innovation—is not easy.

Government Disruption: The Impact of the Department of Government Efficiency

In addition to the technological and cultural shifts reshaping our world, the current U.S. administration has introduced significant structural changes aimed at redefining the federal government's operation. Central to this effort is the establishment of the Department of Government Efficiency (DOGE), spearheaded by entrepreneur Elon Musk. DOGE's mandate is to modernize federal operations, reduce bureaucracy, and implement cost-saving measures across various agencies. ​

One of the most notable actions taken by DOGE includes substantial workforce reductions, with reports indicating thousands of federal employees have been laid off or offered buyouts. These measures have sparked legal challenges and raised concerns about the potential impact on public services and the livelihoods of affected workers. ​

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Furthermore, DOGE has initiated the closure of agencies such as the United States Agency for International Development (USAID) and proposed significant cuts to departments like Education and Veterans Affairs. These actions have led to debates about the balance between efficiency and the government's ability to fulfill its obligations to citizens. ​

The implementation of DOGE underscores a broader trend of disruption within governmental structures, reflecting a shift towards a more streamlined, technology-driven approach to governance. However, this transition also highlights the challenges of managing change at such a scale, emphasizing the need for careful consideration of the human and societal impacts of such reforms.

The Bigger Picture

These examples may sound disconnected, but they all point to the same underlying truth: we are in an era where the rules are being rewritten. Disruption is no longer just about technology or markets. It’s about identity, values, and leadership.

The leaders who will succeed in this age of disruption are those who are comfortable with ambiguity, who can pivot quickly, and who are humble enough to admit they don’t have all the answers. They’re not the loudest voices in the room—they’re the ones asking the best questions.

So Where Does That Leave Us?

It leaves us, I think, with both a challenge and an opportunity. The challenge is obvious: disruption is uncomfortable. It can be disorienting, even exhausting. It forces us to question what we thought we knew.

But the opportunity is just as real. Disruption can also be a catalyst—for innovation, for inclusion, for growth. It gives us permission to try new things, to challenge assumptions, to build organizations that are more agile, more humane, and more future-ready.

Personally, I’ve found that the best way to navigate this moment is to stay curious, stay grounded, and stay connected. Talk to people from different generations, industries, and backgrounds. Ask what they’re seeing, what they’re struggling with, what gives them hope. That’s how we begin to make sense of the chaos—not by pretending we have it all figured out, but by learning together.

I don’t know exactly what the next wave of disruption will bring. But I do know this: we’re already in it. And how we respond—individually and collectively—will shape not just our careers, but our communities, our institutions, and our future.