Bricoleur Consulting

Bricoleur Consulting "Bricoleur Consulting empowers personal and career growth through expert coaching, digital and tech recruitment, and business transformation solutions.

We help leaders drive lasting change with strategic insight, planning, and AI-led innovation." Bricoleur Consulting helps drive personal and career growth through coaching and digital/ tech recruitment services. Bricolage (bree-kuh-lahz) is a French word that describes the process of making creative breakthroughs with the use of the resources at hand, a bit like a bird building a nest with what it

finds, from things like twigs to wire to paper. A person who practises bricolage is a bricoleur. Comprised of senior, practicing professionals from the industry, with multi-market experience, we at Bricoleur Consulting view ourselves as Bricoleurs who help you optimize, strengthen and make the most creative use of resources available to guide your career journey whether through coaching or helping you find your next opportunity. We also work with companies to provide leadership coaching, and recruitment, and drive cultural transformation.

Stanford researchers studying AI adoption found that many programmes fail because leaders treat adoption as a technology...
29/03/2026

Stanford researchers studying AI adoption found that many programmes fail because leaders treat adoption as a technology procurement exercise rather than a behavioural change challenge.

Employees resist tools that disrupt established routines. They apply greater scrutiny to AI errors than to equivalent human errors. They default to familiar judgment when confidence in the new system is low.

These are not technology problems. They are employee experience problems, and they respond to leadership, communication, and co-design, not to better software.

Organisations that involve their people in the design of AI adoption — rather than announcing it to them- consistently report stronger uptake and more durable results.

📎 Source: Stanford University / Harvard Business Review, November 2025 | https://lnkd.in/d6DBfeRg

Stanford faculty are pointing to 2026 as the year AI moves from aspiration to accountability. The question executives ar...
29/03/2026

Stanford faculty are pointing to 2026 as the year AI moves from aspiration to accountability. The question executives are now being asked has shifted: not 'what is your AI strategy?' but 'what did your AI investment actually deliver?'
Most pilots from 2023 and 2024 did not deliver measurable results. Acknowledging that has been uncomfortable, so most organisations have not done it explicitly.

But as the pattern becomes industry-wide, it becomes shared learning rather than individual failure. That shift is underway.
The organisations that emerge well from this period will be those that made honest assessments of leadership readiness before investing, and built the human infrastructure to convert technology into results.

📎 Source: Stanford University Faculty, January 2026 | https://lnkd.in/g_VK5Jnh

MIT research tracking AI adoption from 2010 to 2023 found that AI's impact falls most heavily on specific tasks within j...
29/03/2026

MIT research tracking AI adoption from 2010 to 2023 found that AI's impact falls most heavily on specific tasks within jobs, not on whole occupations. The job-elimination narrative has obscured a more complex and more demanding reality.

If AI changes the nature of tasks rather than eliminating roles, the leadership challenge is work redesign, not simply automation. That requires leaders who understand both the technology and the humans performing those tasks.
Most organisations have one without the other. Technology teams that understand the tools. People leaders who understand the workforce. Rarely are both in the same room with equal authority.

Closing that gap is a recruitment and leadership development challenge as much as a technology one.

📎 Source: MIT Sloan Management Review, 2025 | https://lnkd.in/gUk37Mmg


Harvard Business School researchers studying large-scale AI deployment found that most initiatives fail not because the ...
19/03/2026

Harvard Business School researchers studying large-scale AI deployment found that most initiatives fail not because the models underperform, but because the organisations running them are not structured to sustain them.

Scaling AI is less a technology challenge and more an organisational one. The businesses that move from pilot to enterprise-wide impact have two things in common: leaders who drive adoption at every level, and employees who understand why the change matters for them personally.

Pilots fail when the organisation treats them as technology experiments rather than as commitments to transformation.

Readiness is a question of leadership and culture. It needs to be assessed before the pilot, not as a post-mortem after it stalls.

Source: Harvard Business School, November 2025 | https://lnkd.in/g2Bdxvte⁠�

Harvard Business Impact's 2025 Global Leadership Development Study found that while 52% of organisations are placing gre...
18/03/2026

Harvard Business Impact's 2025 Global Leadership Development Study found that while 52% of organisations are placing greater emphasis on AI-ready culture, only 36% feel their senior leaders fully embrace AI as a core part of strategy.

That gap between what organisations say and what their leaders actually do is visible to every employee in the business. People take their cues from senior behaviour, not strategy documents.
Culture does not change by announcement. It changes when the people at the top demonstrate it consistently.

The organisations making progress on this are the ones where leadership behaviour and stated strategy are aligned. The ones that aren't are finding their transformation programmes stall at exactly the point where adoption needs to accelerate.

📎 Source: Harvard Business Impact, 2025 Global Leadership Development Study | https://lnkd.in/gczKtR4c

92% of companies plan to increase AI investment over the next three years. Only 1% of leaders describe their current AI ...
17/03/2026

92% of companies plan to increase AI investment over the next three years. Only 1% of leaders describe their current AI deployment as mature. McKinsey's analysis is direct on the reason: peak AI performance requires not just deep technical skills, but an employee base that is digitally fluent overall, including at the executive level.

Investment without that foundation produces pilots that don't scale, adoption that stays shallow, and results that don't justify the spend. The organisations closing this gap are treating leadership fluency and employee readiness as prerequisites, not afterthoughts.

🔗 Source: McKinsey Global Institute, January 2025 | https://lnkd.in/eSTQpbQY⁠

95% of corporate AI projects fail to create measurable bottom-line impact. MIT's latest research puts a number on what m...
16/03/2026

95% of corporate AI projects fail to create measurable bottom-line impact. MIT's latest research puts a number on what many leadership teams are already sensing.
The issue isn't the technology. Organisations that treat AI deployment as a technology problem consistently underdeliver. The ones that treat it as a leadership and culture challenge — and resource it accordingly- are in the 5%.
Two factors come up repeatedly in organisations that make the transition successful: leaders with genuine digital fluency, and an employee experience that supports real adoption rather than surface compliance.
The gap between those two groups is widening.

📎 Source: MIT Sloan Management Review, 2025 | https://lnkd.in/gUk37Mmg

Artificial intelligence is often portrayed as a job killer, but new research tracking AI adoption from 2010 to 2023 pain...
14/03/2026

Artificial intelligence is often portrayed as a job killer, but new research tracking AI adoption from 2010 to 2023 paints a more nuanced picture: AI’s impact is often on specific tasks within jobs rather than on whole occupations.

Read more: https://lnkd.in/ganWE4_e


Is AI a Breakthrough Technology?•⁠ ⁠According to reporting in the Harvard Gazette, economists at Harvard University find...
14/03/2026

Is AI a Breakthrough Technology?

•⁠ ⁠According to reporting in the Harvard Gazette, economists at Harvard University find early evidence that AI is reshaping the labor market not just automating tasks, but altering job structures.

•⁠ ⁠Growth in STEM and high-skill technical roles has accelerated over the past decade, particularly since 2019.

•⁠ ⁠Traditional job polarization (growth in high- and low-wage jobs only) appears to be shifting toward stronger demand for high-skill roles.

•⁠ ⁠Some retail, clerical, and routine administrative roles show a decline consistent with automation trends.

•⁠ ⁠AI differs from past technologies because it affects cognitive and knowledge work, not just manual or repetitive tasks.

•⁠ ⁠Adoption is faster than past breakthroughs (e.g., electricity, computer manufacturing) due to existing digital infrastructure.

•⁠ ⁠Long-term net job impact remains uncertain; outcomes depend on reskilling, policy, and organizational adaptation.

Bottom line:

Evidence suggests AI is emerging as a general-purpose technology comparable in scope to electricity or computing, with structural, economy-wide implications.

Read more:https://lnkd.in/gX4KUfMi


Generative AI is increasingly being positioned as a powerful leveller in the workplace. Key potential benefits include:•...
14/03/2026

Generative AI is increasingly being positioned as a powerful leveller in the workplace. Key potential benefits include:

•⁠ ⁠Increased productivity – Automates repetitive tasks and reduces time spent on routine administrative work.
•⁠ ⁠Reduced red tape – Streamlines processes such as documentation, reporting, and data analysis.
•⁠ ⁠Narrowing skills gaps – Provides real-time assistance that helps employees perform tasks beyond their current expertise.
•⁠ ⁠Enhanced decision-making – Supports leaders with faster access to insights and information.
•⁠ ⁠More focus on high-value work – Frees professionals to concentrate on strategic, creative, and relationship-driven activities.

Research from Stanford highlights how AI tools could significantly improve productivity across a range of common jobs.

Read more: https://lnkd.in/dJB5ZTyb


Enhance or Eliminate? How AI Will Likely Change These JobsResearch by Suraj Srinivasan at Harvard Business School shows ...
14/03/2026

Enhance or Eliminate? How AI Will Likely Change These Jobs

Research by Suraj Srinivasan at Harvard Business School shows that AI is reshaping job roles by changing the types of skills employers are looking for. Key findings include:

•⁠ ⁠Declining demand for routine tasks – Jobs that involve structured and repetitive activities are becoming less in demand as AI systems automate these processes.
•⁠ ⁠Rising demand for AI-related skills – Employers increasingly seek workers who can use and work alongside AI tools.
•⁠ ⁠Job augmentation rather than replacement – Many occupations are expected to be enhanced by AI, helping workers perform tasks more efficiently.
•⁠ ⁠Shift toward analytical and creative work – Roles requiring problem-solving, Judgement, and creativity are less likely to be automated.
•⁠ ⁠Changing skill requirements – Workers are expected to develop digital and AI literacy to remain competitive in the evolving job market.

The research highlights that AI is more likely to transform how work is done rather than eliminate entire professions.

Read more: https://lnkd.in/dGHVjQAd

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