I'm Brittney Murphy. I help organizations change in ways that actually hold.

For most of my career, I've worked in the part of organizational change that doesn't make it into the case study — the long middle, where a clear strategy meets the complicated reality of how people actually work, and either takes root or quietly comes apart.

How I got here

I came to this work through organizational psychology — the study of why people and groups behave the way they do at work. That foundation turned out to be the most practical thing I've ever learned. Most of what derails a transformation isn't a flaw in the plan; it's something human that the plan didn't account for. Incentives that quietly reward the old behavior. Trust that was never built. A change that asks people to give something up without ever naming what.

Over two decades, I've led and supported change inside organizations of very different shapes — through restructurings, new operating models, technology shifts, and the slow, unglamorous work of getting a culture to move. I've been in the rooms where the decisions get made and the rooms where they land. Both views matter, and they rarely agree.

What I believe about change

The transformations that last tend to be the quiet ones. They look less like a launch and more like a hundred small renegotiations of how people spend their attention. I've learned to be skeptical of change that feels exciting and to pay attention to whether new behavior survives a bad week. That's the real test.

Strategy tells you where to go. Operating rhythm tells you whether you'll arrive.

I'm genuinely curious about where work is heading — especially how AI is reshaping it. Not the hype, and not the doom, but the specific, human question underneath: what changes for the person doing the work, and has anyone bothered to tell them? That question sits at the center of a lot of what I write here.

Why Adaptive Work exists

Adaptive Work is where I think out loud. It's less a consultancy and more a place to share what I've actually seen — the patterns that repeat, the moves that work, the ones that reliably don't. I write for leaders, transformation and HR practitioners, product and technology people, and anyone navigating a shift in their own working life.

If something here is useful to you, that's the point. And if it leads to a conversation about working together — coaching, advisory, speaking, or steadying a transformation in progress — even better.