AI and the Cycles of Disruption: Lessons from History
Hello Disruption, our old friend
Disruption is not a new phenomenon. From the Dewey Decimal System to Ask Jeeves, Google, and now ChatGPT, history is a testament to the relentless evolution of technology. Each cycle of disruption builds on the last, offering both new opportunities and unforeseen challenges. Generative AI (GenAI) represents the latest phase in this continuum, demanding adaptability and foresight from organizations and leaders.
While GenAI is a recent disruptor, the skills needed to navigate cycles of disruption—adaptability, strategic thinking, and human-centric leadership—are timeless. My experience across roles has equipped me to lead through these moments, even when AI wasn’t the driving force.
Understanding Cycles of Disruption
Disruption is inevitable. What’s revolutionary today will be routine tomorrow. Think about how taxis led to Uber, and now Uber is evolving into Waymo’s self-driving cars. The patterns are clear:
Each cycle doesn’t just replace the old but layers new complexities and opportunities.
Success comes from not just reacting but anticipating what’s next.
At Zipline, I witnessed how our autonomous drone delivery model disrupted traditional supply chains. The lesson? True innovation isn’t just about technology but rethinking processes and relationships.
During my time at Palantir, the transition to remote onboarding in response to the pandemic wasn’t driven by AI but another kind of disruption event. It still required rapid rethinking of systems and workflows. The ability to pivot and implement scalable solutions mirrors the mindset needed for adopting AI.
AI’s Role in Accelerating Disruption
AI supercharges disruption by solving problems faster—but it also creates challenges like bias, misinformation, and environmental impact. Leaders must navigate this duality:
Leverage AI to streamline and innovate processes.
Address its limitations through ethical and sustainable practices.
Lessons from Past Disruptions
The Hidden Power of Adaptability
My deepest lessons about organizational adaptability came during moments of intense pressure and unexpected change. At Palantir, facing the sudden need to transition 1,600+ employees to remote onboarding during the pandemic, I experienced firsthand how adaptability isn't just about survival – it's about discovering new possibilities we hadn't imagined.
I remember the week everything changed. Our carefully crafted in-person onboarding program, built over years, suddenly became obsolete. But what could have been our breaking point became a catalyst for innovation. We didn't just move existing processes online; we fundamentally reimagined what employee engagement could look like in a digital-first world. The constraints forced us to question every assumption, leading to solutions that, surprisingly, proved more effective than our original approach.
This pattern repeated itself at Zipline, where I guided teams through the complex choreography of scaling across continents. The challenge wasn't technological – it was deeply human. As we expanded, each new region brought its own cultural nuances and operational needs. Our success hinged not on rigid processes, but on building frameworks flexible enough to adapt while maintaining our core mission and values.
Learning as a Lifeline
The longer I lead transformation initiatives, the more convinced I become that continuous learning isn't just a nice-to-have – it's oxygen for organizations navigating change. This belief took tangible form at Palantir when we developed our peer learning pods. These weren't traditional training groups; they were dynamic communities of practice where employees could safely experiment, fail, and grow together.
What started as a practical solution to keep up with rapid business changes evolved into something far more powerful. I watched as these pods became incubators for the kind of adaptive thinking that's crucial in our AI-driven world. While we weren't specifically focused on AI then, the critical thinking and collaborative problem-solving skills these groups developed became invaluable as we later faced the challenges of GenAI integration.
What moves me most about these experiences is how they reveal a fundamental truth about organizational transformation: our ability to adapt and learn isn't just about systems or processes – it's about creating environments where people feel safe enough to venture into uncertainty together. When I look at the most successful changes I've been part of, they all share this common thread: they were grounded in human connection and mutual support, making the unknown feel less daunting and more like an invitation to grow.
What does this mean for you?
Where does your organization truly stand in today's landscape of constant disruption? More importantly, where do you stand as a leader in relationship to that change?
Take a breath and consider the following.
What stories are you telling yourself about innovation in your organization? Are they stories of possibility and potential, or narratives of limitation and fear? When you look at your teams, do you see people energized by the future, or exhausted by merely keeping up?
I've learned – often the hard way – that the most powerful insights come not from comparing ourselves to others, but from honestly assessing where we are and imagining where we could be. Sometimes, the gap between those points isn't as wide as we fear; other times, it's wider than we're willing to admit.
The question isn't just about whether you're leading innovation, following fast, or struggling to keep pace. It's about understanding why you're in that position and what it means for the humans in your care.
I invite you to sit with these questions, not as judgments, but as invitations to deeper understanding and intentional action. Because in my experience, true transformation begins not with driving change, but with creating space for honest reflection and authentic connection.
What might become possible if you approached tomorrow not with a mandate to change, but with an invitation to grow together?
The answer, I've found, often lies in the quiet spaces between our usual rushing thoughts – if we're brave enough to listen.
Take a moment. Reflect. Then reach out to someone in your organization and start a real conversation about where you are and where you might go together.
Suggested Reading
The Innovator’s Dilemma by Clayton M. Christensen.
The Second Machine Age by Erik Brynjolfsson and Andrew McAfee.
