By Lydik Grynfeltt, Director, HR Bridge Consulting Artificial Intelligence is no longer a distant prospect. Its presence in business, government and everyday life has become immediate, intense and, for many, unsettling.  The pace at which AI advances creates anxiety among individuals, companies and nations.  The pressure to adapt can silence meaningful debate. What is missing is not just regulation, financing or technical foresight, but deep collective reflection on where this technology is leading society as a whole. Geoffrey Hinton , the pioneering mind behind modern AI, recently issued a warning. The systems he helped build may evolve beyond our grasp. Historian Yuval Noah Harari , in his book "Nexus", compares the arrival of sophisticated AI to two moments in human history: the mastery of fire and the creation of language. Both shifted power forever. Now, he argues, we confront a tool that imitates intelligence and may soon rewrite meaning itself. Philosopher Eric Sadin  goes even further. In his excellent latest work "Le désert de nous-mêmes", he contends that AI poses an existential risk to our collective identity and purpose. Humanity, for the first time, faces the prospect of being overtaken not by nature or fate, but by its own design. This is not just a technical dilemma. It is fundamentally existential.  As AI is disseminated as a ubiquitous, cost-free tool, the paradox is glaring. The more we automate thinking, the less value we assign to human thought. The effects are already taking shape. Office workers use generative AI to produce content with minimal engagement. Artists and creators, once praised for originality, now find themselves in competition with it. If thought is available everywhere and at no apparent cost, what incentive remains to create or to value the thinkers themselves? The spread of AI is cultivating a slow disengagement from work that undermines mental and creative investment. Profession after profession lies in the potential path of automation, not just in repetitive jobs but in fields where decision-making and judgment were long considered uniquely human. Law, finance, administration, even corporate governance could soon be executed by autonomous digital agents. Once robotics joins the equation, the same fate could await physical tasks. The issue is no longer only about losing jobs. It is about the steady evaporation of human relevance. Eric Sadin issues a sharp warning. This moment marks not evolution, but a form of abdication. To be human has always been to think, to reflect, and to find meaning within and beyond our routines. The unchecked spread of free AI threatens to erode this privilege. There is now a fundamental crisis of trust. If nearly any information, image, or idea can be generated by a nonhuman source, how can truth be authenticated? Suspicion will soon replace certainty. Trust itself may be the most endangered commodity in the digital era. Meanwhile, the global race accelerates.  Fear of falling behind propels individuals to use AI, then to depend on it. Companies do the same, quickly becoming reliant on tools they barely understand. Governments promise to fuel innovation, yet often lose sight of its direction or impact. What starts as healthy competition spirals into a trap, a cycle in which everyone participates because standing still feels like surrender. The paradox deepens: while AI unsettles societies, not embracing it seems commercial suicide. Ursula von der Leyen’s “AI First” initiative for Europe in Italy on 3rd October 2025 reflects growing confusion and illustrates opportunistic rush.  Her claim that AI will accelerate medical progress and will save the world could provoke skepticism. To attentive listeners, her remarks seemed like a textbook case of the Trojan horse, promising innovation, while potentially masking serious risks in a perfectly Orwellian scenario. Governments worldwide are rushing to choose sides in alliances with tech giants, startups, and their own national champions. But the central question is political and ethical, not just economic.  Are we discussing AI as a source of profit, or as a force with the power to redefine society and identity? As Geoffrey Hinton has urged, we must expand the debate to civilisation itself. The conversation should be about the meaning of AI for governance, ethics, and national identity. Only through honest reflection can democracies avoid being swept along by technology’s brutal pace. Society needs a more disciplined conversation about AI  than it ever fostered for environmental issues, because technology evolves even more rapidly than climate. The risks are not just hypothetical.  Autonomous weapons, chemical agents created with AI, and algorithmic manipulation of opinion are already emerging. Without urgent oversight, these technologies could destabilise security and democracy on a scale previously unimagined. The business community cannot avoid the subject.  A company exists not just to harvest profit, but to provide worth and meaning to people. If companies become empty shells managed only by artificial agents, without human stakeholders or employees, they lose their reason for being. No people, no customers, no enterprise. The future will belong to companies that leverage technology for human benefit and performance, not just to cut costs or accelerate obsolescence.  The alternative is to become the next Kodak, left behind by a revolution poorly understood. At HR Bridge Consulting, we confront these dilemmas in the corporate world.  Leaders come to us seeking ways to remain at the forefront of their industries, but with vision and conscience. We encourage companies to integrate AI thoughtfully , ensuring that the talent of today is empowered, not erased, by the machines of tomorrow. Boards and executive committees should drive this reflection, not simply react to market or technological pressures.  We advise our clients to avoid waiting for disruption, to use AI to serve their staff, their investors and their customers; never to eliminate the very people who make value creation possible. We help them anticipate, conceptualise and deliver what AI could do for them , from where they are, with a target that includes all their stakeholders, through a sustainable and profit-driven roadmap where people are the priority. AI is a tool, not a destiny.  It can amplify the achievements of a civilisation, or challenge its foundations. The future is not set by lines of code, but by collective human choices.  Now is the time to remember why we think at all. What does it mean to be a creator, not just a user? AI may carry us forward, but only if we keep our hands on the wheel. At HR Bridge Consulting, we are a boutique firm bridging the UK and Europe, with a uniquely British touch. With deep expertise in cross-border HR strategy, transformation, and leadership coaching, we help organisations thrive in complex global markets. Notably, we stand at the forefront of integrating Artificial Intelligence into HR, guiding businesses through the intricacies of EU AI Act compliance, AI risk management, and talent-centric digital transformation. We blend cultural finesse with cutting-edge solutions, empowering clients to navigate regulatory change and unlock the full potential of people and technology.

HR Bridge Consulting Amsterdam Launch: The New HR Player building Bridges Across Borders Wednesday 19 & Thursday 20 November 2025 - Amsterdam Join us for the exciting launch of HR Bridge Consulting in Amsterdam! This event will bring together HR professionals, industry leaders, and innovators in the beautiful setting of Botenclub Westelijke Eilanden. Something new is arriving in Amsterdam - and it's been 8 years in the making. HR Bridge Consulting , the boutique international HR consultancy that's been quietly transforming businesses between London and Paris, is officially planting its flag in the Netherlands. And we're not arriving quietly. Why now? Because HR professionals in Amsterdam - and across the Netherlands - deserve better. Better than generic advice from consultancies that don't understand your market. Better than Big4 fees for half-baked solutions. Better than navigating cross-border complexity alone whilst juggling HR expertise, HR evolution, AI transformation, regulatory deadlines, recruitment challenges, and cultural integration. We're the new player. And we're here to change the game! Why do you want to work with the “Big Fats” when you can have more seniority and expertise for less money!? Come and meet us! We're hosting a Free unique two-part event that celebrates complexity, creativity, and cultural connection. Just as we bridge cultures and borders in our work, this event bridges evening energy with morning reflection. Attend one session or both - either way, you're part of the conversation. Wed. 19 Nov. 2025 - EVENING DRINKS - 17:00-22:00 You’ll meet our team and discover what HR Bridge Consulting  is all about. You'll hear thought-provoking talks and discussions on the topics that actually matter to HR professionals right now: Case studies  from our work with local companies, international groups, PE-backed companies, M&A integrations, and transformation projects Building international HR capability  in your organisation and face cross-border HR complexity Technology integration  (HRIS, but also AI tools, automation) without losing the human touch Your toughest HR challenges - bring them to the table, and we'll provide real-time insights and consultative guidance Why boutique consultancies deliver better results  (and how we prove it) Between the talks, enjoy our cultural food and drinks experience: French wine and cheese, Dutch classics and beer, British finger food and more. The evening continues with open discussion with the warm, welcoming atmosphere of the Botenclub Westelijke Eilanden, right next to the iconic Drieharingenbrug (Three Herrings Bridge). Book the Evening session for Free on Eventbrite here: https://www.eventbrite.com/e/tickets-hr-bridge-consulting-amsterdam-launch-evening-drinks-1932733139849?aff=oddtdtcreator Thu. 20 Nov. 2025 - BREAKFAST - 08:00-10:00 Start your day with a breakfast that celebrates our three cultures: French croissants, British tea service, Dutch stroopwafels and coffee. The morning offers intimate presentations and interactive discussions: Case studies from HR BAU improvement to business transformation, downsizing, acquisitions, mergers and paradigm shifts Your toughest HR challenges - we will provide real-time insights and consultative guidance based on your own needs Building international HR capability in your organisation This session is deliberately smaller and more conversational. It's your chance to dig deeper, ask questions, and explore how HR Bridge Consulting 's approach might work for your specific situation. Book the Breakfast session for Free on Eventbrite here: https://www.eventbrite.com/e/hr-bridge-consulting-amsterdam-launch-breakfast-tickets-1935597687789?utm-campaign=social&utm-content=attendeeshare&utm-medium=discovery&utm-term=listing&utm-source=cp&aff=ebdsshcopyurl 📍 Venue: Botenclub Westelijke Eilanden Prinseneiland 14-E, 1013 LR Amsterdam(Right next to the Drieharingenbrug) 🎟️ Capacity: Limited to 50 professionals per session to maintain the quality and intimacy of the event ✅ Free Registration: Corporate email addresses ONLY. No personal emails. This ensures we maintain the high calibre of HR leaders and professionals and conversations. We keep the right to validate registration.

By Lydik Grynfeltt, Director, HR Bridge Consulting This past Sunday, pain au chocolat in hand and my trusted HR Bridge Consulting tea cup warming my breakfast table, I found my thoughts wandering as the morning’s news headlines scrolled by - yet nary a whisper about the European Union’s much-touted AI Act made it into the weekend press. Not a sign, not a single “breaking update”, just the usual fare of politics, celebrity birthdays and the weather in London. You’d think a regulation reshaping how companies across Europe must use artificial intelligence - potentially altering the fate of every HR department, tech startup and corporate compliance officer - would stir up a little more buzz. But apparently, AI legislation is not considered chic for the breakfast crowd, unless it comes accompanied by Elon Musk or a viral robot-dog act. In truth, beneath the media’s nonchalance lies a profound regulatory shuffle that won’t be going away, regardless of how hard one bites into a pain au chocolat. While only a handful of countries - think Italy, Ireland, Denmark - have already chosen their mighty protectors of AI compliance and given them badges (and perhaps, superhero capes), a good eighteen or so are still debating which public agency is best suited and available for the job. Germany, as ever, is consulting. France has launched an AI Safety Institute (INESIA) but won’t make CNIL its clear lead for now—and in the Netherlands, the debate involves, you guessed it, more committees than tulips in the spring. And let’s not forget the UK. As I sip my HR Bridge Consulting tea, I’m reminded that despite post-Brexit bravado, companies here are not immune to the EU AI Act’s influence. The hope swirling around London, much like that at American providers, is that the regulation will somehow bypass British shores. Sadly, unless Madame Von der Leyen makes a last–minute pirouette in policy (caught between the pressure of Silicon Valley and the regulatory romance of Brussels), the Act will remain a nagging reality for anyone selling AI into the EU market. Whether you’re in Soho or Silicon Valley, the EU’s rules are what you must follow if you want access to continental clients. So what’s a business supposed to do, especially those in the HR game? For starters, don’t wait for the confetti to drop in Brussels. The age of “AI literacy” is here - your staff need to understand how algorithms work, not just how to spell them. Stop relying on vendor promises alone: sit your AI providers down and get their compliance declarations in writing. If you’re running high-risk AI - tools for recruitment, performance management, anything that taps into employee data - be ready to classify your systems, document every decision, and show regulators (whenever they do appear) that the rules matter to you. Remember, the EU is not bluffing on penalties. Fines can climb higher than a post-Brexit inflation curve. What happens next? August 2026 is the next showstopper date. By then, the last wave of requirements will hit, particularly for ‘high-risk’ AI projects. HR teams should have mapped their systems, updated governance policies, and ensured a thorough review of bias, fairness, and human oversight. Don’t get trapped in the grey zone - proactive preparation is your best bet. Even if your national authorities are still busy choosing a new logo, EU-level enforcement will operate through the new AI Office and Board, creating a cross-border web of supervision. The risk for those still ignoring this regulatory jazz? Litigation, reputational damage, and enough bureaucratic headaches to make GDPR look like a warm-up act. Your employee advocates, unions or works councils may challenge AI-driven decisions - and if you’re not prepared, you’ll be forced into expensive fast–track compliance, or, worse, the spotlight for the wrong reasons. Yet, as I finish my tea and the morning light shifts, the schizophrenia of Europe’s approach becomes ever clearer. Ursula Von der Leyen trumpets her “AI First” programme one week, talks up creativity and innovation, while the very fabric of the EU AI Act spins a web of regulation, transparency checks, and due diligence that would trip up even the smartest algorithm. It's an odd dance, somewhere between Trumpian deregulation and the heavy hand of Brussels. My advice? Stay nimble, keep learning, and prepare your house - because clarity from Brussels is as elusive as a Parisian taxi on a rainy night. For now, as companies pick their way through this regulatory maze, let’s hope the next breakfast brings not only croissants but also an official update - or at least a headline. In the EU’s game of AI, don’t bet on the rules staying simple; after all, even Mrs. Von der Leyen seems stuck between her “AI First” dreams and the reality that Europe always prefers its rules heavy, baked, and ready for inspection. Bon appétit - and good luck.

By Lydik Grynfeltt, Director, HR Bridge Consulting Everywhere I go these days - whether I'm glued to the news in the evening, scanning headlines on my phone, having a heated debate at work, or just chatting with friends at the local pub over a pint - the conversation inevitably turns to artificial intelligence. The buzzword “AI” is everywhere. Politicians invoke it to promise technological revolutions, CEOs use it to forecast profits and transformation, and everyday folks talk in awe or anxiety about the coming tide of automation. Yet as I listen, I notice that for every bold claim about what AI could  do, there’s still a deep uncertainty about what it should  do, and how it might actually work for us - not just to us. The world is racing to adopt the next tool, the next chatbot, the next system that will supposedly make everything easier, faster, smarter - sometimes cheaper, sometimes supposedly “better.” But when the hype subsides, most people are left wondering: How is AI really changing our workplaces, our businesses, and the lives of actual people? Recently, I watched a compelling YouTube video titled “Why Replacing Humans with AI is a Disaster”, produced by the insightful analyst MacKard (YouTube link: https://youtu.be/uyaaHVnUHOs ). It’s the kind of exposé that doesn’t just speculate - it digs into the numbers, the stories, and the sometimes disastrous real-world results of AI projects rolled out by major companies in the past year. The Data Nobody Wants to Read Aloud The sobering headline is this: Over 90% of AI projects fail to deliver measurable value. That’s not just a glitch - it’s a systemic problem. According to a recent MIT report, while business leaders scramble to automate and digitise, only about 5-7% of these initiatives show clear returns. The rest? They end up being regretted - and often reversed. Take McDonald’s, which tried to revolutionise its drive-throughs with AI only to be met with fiascoes: orders with bacon in ice cream, $200 in chicken nuggets mistakenly added to bills, and so much confusion that the project was eventually scrapped. Klarna and Duolingo cut thousands of jobs in hopes that chatbots and algorithms could fill the gaps, but the result was longer problem-resolution times, soaring complaint rates, and - after months of customer hemorrhage - the quiet rehiring of human staff. Even iconic names like Tesla faced costly setbacks. The company nearly drove itself into crisis by relying on robots that broke down multiple times a day - Elon Musk himself eventually declared, "Humans are underrated." What Made These AI Projects Go Wrong? If you ask executives, they’ll often cite “technology not being ready,” but that isn’t the whole truth. As the video and recent surveys reveal, the root causes of failure are remarkably human: Rushed implementation: Companies are pressured to “go AI” by investors and the market. In their haste, they deploy systems without proper planning, testing, or staff training. Poor data and oversight: As the cliche goes, “garbage in, garbage out.” Faulty or incomplete data, lack of quality control, and opaque processes guarantee unreliable output - and public embarrassment. Missing the human factor: When AI is treated as a plug-and-play substitute for people, quality nosedives. Machines can’t read context, nuance, or emotion. Investor hype and “AI washing”: Mentioning AI in earnings calls does wonders for short-term stock prices, even when there isn’t any real improvement. This pressure to seem “innovative” often outweighs the goal of actually being useful. No workforce strategy: Workers, feeling replaceable or simply uninvolved, lose morale. The result: higher turnover (up to 22% in firms with poor AI rollouts), rising recruitment costs, and a climate of distrust. What Can Businesses (and HR Professionals) Learn? As HR Bridge Consulting advocates, the lessons from MacKard’s video are clear and actionable. “AI itself is not the problem - it’s how we implement it.” Companies that have succeeded with AI are those that: Integrate slowly and deliberately - focusing first on augmenting, not replacing , their human talent. Invest in training  - equipping teams to understand and use AI tools effectively, rather than dropping bots in and expecting miracles. Select proven vendor solutions over risky in-house experiments - these are up to twice as likely to succeed. Keep human oversight at the center  - using AI for tasks that benefit from speed and consistency, but letting people make judgment calls and handle complex or sensitive cases. Great examples come from organisations like Unity and Hisco. Unity used AI for customer support ticket triaging - saving $1.3 million a year and freeing up its agents for nuanced tasks. Hisco’s claims processing went from one hour down to 10 minutes (across 14 countries), thanks to AI automation that supported, not supplanted, their human handlers. HR Bridge Consulting’s “People-First” Pathway to AI Success From the pub to the boardroom, the message is the same: AI needs to be a tool that works with us. HR Bridge Consulting’s approach prioritises careful change management, honest communication with staff, and ongoing investment in skills and oversight. We recommend: Put AI at the top of the Management Committee agenda : Ensure AI is not a side project but a priority, subject to rigorous oversight, discussion, and tracking by the highest decision-makers. Gather your top managers in a regular R&D forum dedicated to AI : Create ongoing spaces to discover, evaluate, and challenge new AI technologies and their potential for your company’s real needs and operations. Start with pilot projects : Test AI in controlled settings before rolling out at scale. Focus on augmentation : Let AI handle repetitive, time-intensive chores - while people do the thinking, connecting, and strategising. Include employees in decision-making : Get input from staff at every stage to ensure systems solve real-world problems. Monitor and adapt : Use feedback, data tracking, and regular audits to measure impact and tune AI solutions. A Future That Works - With People AI will change work as we know it, but whether it’s a disaster or a triumph depends on how we lead, plan, and include our teams. As the MacKard investigation showed, “success comes from proper implementation, not blind automation.” At HR Bridge Consulting, we believe that human ingenuity, compassion, and adaptability are the keys to making technology deliver - not just for shareholders, but for everyone. So next time you hear someone at the office, in the headlines, or at the pub say they’re worried about robots taking over, remember: It’s not the robots we need to fear - it’s bad decisions and lost opportunities to build systems that serve people, not just profits. Let’s get AI right! At HR Bridge Consulting, we specialise in navigating the complex intersection of international employment law, project management, AI and new technology deployments and stakeholder coordination for international groups, private equity firms, investment funds, and family offices. Because in transformation, as in life, preparation beats improvisation every single time.

By Lydik Grynfeltt, Director, HR Bridge Consulting This weekend, as I watched the autumn leaves fall in London whilst contemplating the rather dramatic political theatre unfolding across Europe, I couldn’t help but reflect on the curious parallels between natural cycles and business transformations. The EU continues its complex dance with member states over everything from trade policies to migration, whilst France grapples with its own internal reforms, the Netherlands navigates coalition politics, and the UK… well, the UK continues to redefine its relationship with everyone. Add to this cocktail the persistent shadows of conflict in Ukraine and Gaza, the relentless march of artificial intelligence disrupting traditional business models, and you have a recipe for what economists politely call “challenging market conditions.” Yet, as I sipped my morning coffee and read reports of cautious optimism about potential resolutions to both conflicts, I was reminded of a fundamental truth that has guided my twenty-plus years in HR transformation: chaos creates opportunity for those wise enough to prepare, and disaster awaits those who wing it. This principle applies nowhere more dramatically than in the treacherous waters of international redundancy programmes. The €475,000 Surveillance Scandal and Other Expensive Mistakes Consider IKEA France’s rather spectacular misadventure between 2002 and 2013, where the furniture giant found itself paying €475,000 to private investigators to spy on employees during various employment disputes. What began as poorly managed redundancy procedures escalated into a full-blown legal nightmare involving dismissed workers, strike actions, and court proceedings in Versailles. The Swedish efficiency that works so well for flat-pack furniture apparently doesn’t translate seamlessly to French employment law. Or take Auchan’s more recent catastrophe in September 2025, where their plan to cut 2,400 jobs was completely blocked by the Lille Administrative Court. The issue? They treated five separate business segments as one entity during consultation procedures. It’s rather like trying to serve a five-course meal as a single dish – technically possible, perhaps, but unlikely to satisfy anyone and guaranteed to create a mess. These aren’t isolated incidents of bad luck; they’re predictable outcomes of a fundamental misunderstanding about what international redundancy programmes actually entail. The French Exception: Where Every Rule Has Three Sub-clauses France, bless its bureaucratic soul, has elevated redundancy procedures to an art form that would make Versailles courtiers proud. The PSE (Plan de Sauvegarde de l’Emploi) isn’t merely a document; it’s a carefully choreographed performance requiring external experts, works council consultations, DREETS approval, and enough paperwork to deforest a small woodland. Under Articles L. 1233-34 and L. 1233-35 of the French Labour Code, works councils have the absolute right to call upon external experts at the employer’s expense for any collective redundancy involving ten or more employees. These experts don’t come cheap – we’re talking tens of thousands to hundreds of thousands of euros, depending on complexity. Companies have precisely ten days to challenge these expert appointments, creating the kind of time pressure that would make a Formula One pit crew nervous. The recent Valeo restructuring illustrates this beautifully. In November 2024, the automotive supplier announced 1,000 job cuts and two plant closures. Poor communication strategy, inadequate consultation with works councils, and insufficient external redeployment support led to a 17 percent stock price drop, union strikes, and government intervention threats. Eventually, they were forced back to the negotiating table with enhanced social measures – a costly lesson in the importance of getting it right the first time. Cross-Border Complications: A Symphony in Different Keys International redundancy programmes aren’t simply French procedures multiplied by the number of countries involved. They’re complex orchestrations requiring simultaneous coordination across jurisdictions with different legal frameworks, consultation periods, and cultural expectations. Take the Eversparks Electrics case study, involving operations across the UK, Ireland, France, and Germany. Project managers had to synchronise communications whilst managing different Works Council requirements and European Works Council oversight. Information flow becomes critical – reveal too much too early in one country, and you risk disrupting the entire timeline. Reveal too little too late, and you’re in breach of consultation requirements. European Works Councils add another delicious layer of complexity. They have overriding powers that can supersede national Works Councils, creating coordination challenges that would test even the most experienced project managers. It’s rather like conducting an orchestra where half the musicians are reading different sheets of music. The Spotify Shuffle: When Tech Giants Get Dutch Law Wrong Even technology companies, supposedly masters of complex systems, stumble spectacularly. In late 2024, Spotify’s Netherlands operation underwent a “global reorganisation” affecting 19 out of 172 employees. Management assumed this wasn’t “significant” enough to require Works Council consultation under Dutch law. The Dutch Enterprise Court disagreed rather emphatically, forcing Spotify to completely reverse their reorganisation measures. The financial and reputational costs of this miscalculation far exceeded what proper consultation would have cost initially. Similarly, Insight Nederland learned an expensive lesson when they eliminated a Senior Solution Manager position overseeing ten sales department managers without consulting their works council. Again, the Dutch Enterprise Court ruled against them, requiring complete reversal of the organisational change. The Expert Ecosystem: More Than Just Lawyers This complexity has created a sophisticated ecosystem of specialised service providers that extends far beyond legal counsel. External experts provide independent analysis of economic rationale and assess proposed social measures. Reclassification firms coordinate comprehensive redeployment programmes through dedicated project teams. Government relations specialists navigate regulatory approval processes with DREETS and other authorities. The Ministry of Labour’s increasing reluctance to approve RCC (Rupture Conventionnelle Collective) agreements without substantial external redeployment measures demonstrates how the bar continues to rise for acceptable redundancy programmes. Project Management: The Unsung Hero of Successful Transformations What separates successful international redundancy programmes from expensive disasters isn’t superior legal advice – it’s superior project management. The coordination challenges are immense: timeline synchronisation across jurisdictions, stakeholder management involving multiple Works Councils and trade unions, information flow control, risk mitigation, and cultural navigation. Experienced project managers understand that a Senior Solution Manager’s dismissal in the Netherlands might seem insignificant until it triggers a Works Council intervention. They know that treating five business segments as one entity in France is like serving wine in coffee cups – technically possible but culturally offensive and legally problematic. The Private Equity Imperative For private equity firms, investment funds, and family offices, these complexities represent both significant risk and competitive advantage. Portfolio companies undergoing transformation face the same challenges as established multinationals, but often with less internal expertise and greater time pressure. The failure rate statistics are sobering. Even large corporations with substantial resources struggle with European redundancy procedures. Michelin, despite €3.6 billion in operating profit, required twelve weeks of complex negotiations to reach agreement with four trade unions for their plant closures. Nokia’s 2017 attempt to cut 600 French jobs faced such significant union opposition and legal challenges that it violated their previous commitment not to reduce French workforce for two years post-Alcatel acquisition. Solutions in Uncertain Times As we navigate this period of European political uncertainty, AI disruption, and global conflict, the temptation might be to delay difficult decisions or hope that external circumstances improve. History suggests this is precisely the wrong approach. Economic uncertainty makes effective redundancy programmes more necessary, not less, whilst regulatory complexity makes amateur execution more dangerous, not less. The solution isn’t to avoid international redundancy programmes – it’s to execute them with the sophisticated expertise they demand. This means engaging specialists who understand not just employment law, but project management, stakeholder coordination, government relations, and cultural navigation across multiple jurisdictions. Companies that recognise the complexity early and invest in appropriate expertise navigate these challenges successfully. Those that treat international redundancy programmes as scaled-up domestic procedures discover expensive lessons about European employment law, usually whilst explaining to shareholders why their transformation programme is six months behind schedule and significantly over budget. The autumn leaves will continue falling, political theatre will continue unfolding, and business transformations will continue requiring careful orchestration. The question isn’t whether challenges will arise – it’s whether you’ll be prepared when they do. At HR Bridge Consulting, we specialise in navigating the complex intersection of international employment law, project management, and stakeholder coordination for private equity firms, investment funds, and family offices. Because in transformation, as in life, preparation beats improvisation every single time.