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The Productivity Alibi

When capital expenditure and redundancy notices arrive in the same quarter, one of them is lying. America's largest technology firms will spend $650 billion on AI this year — more than NASA's cumulative budget since 1958. In the same quarter, tens of thousands received notice. The stated reason: productivity.

Harald H.R. AgterhuisHarald H.R. Agterhuis·February 21, 2026
Contents · 3 sections+

When capital expenditure and redundancy notices arrive in the same quarter, one of them is lying.⁠‌‌​​​​‌​‍‌​‌​‌​​‌‍​‌​‌​​‌‌‍​‌​​​‌​‌‍​‌​‌​​‌​‍​‌​​​​‌‌‍​‌​‌‌​​​‍​‌​​‌​​‌‍​​‌​‌‌‌‌‍​‌‌‌​‌​​‍​‌‌​‌​​​‍​‌‌​​‌​‌‍​​‌​‌‌​‌‍​‌‌‌​​​​‍​‌‌‌​​‌​‍​‌‌​‌‌‌‌‍​‌‌​​‌​​‍​‌‌‌​‌​‌‍​‌‌​​​‌‌‍​‌‌‌​‌​​‍​‌‌​‌​​‌‍​‌‌‌​‌‌​‍​‌‌​‌​​‌‍​‌‌‌​‌​​‍​‌‌‌‌​​‌‍​​‌​‌‌​‌‍​‌‌​​​​‌‍​‌‌​‌‌​​‍​‌‌​‌​​‌‍​‌‌​​​‌​‍​‌‌​‌​​‌⁠

America's largest technology firms will spend $650 billion on artificial intelligence this year. For perspective, that exceeds NASA's cumulative budget since its founding in 1958 — every rocket, every rover, every moonshot combined.

In the same quarter, tens of thousands of employees received notice. The stated reason: productivity.

This explanation deserves scrutiny.

I.A Question of Arithmetic

Productivity-driven restructuring implies that output fell short of expectation. Yet the companies announcing these cuts are reporting record revenues. Their margins are expanding. Their share prices reflect confidence, not distress.

What is actually happening is a capital reallocation — from labour toward infrastructure — dressed in the language of performance management. The two are quite different things. One is a strategic choice; the other implies fault. Only one of them is true, and it is not the version being communicated to departing staff.

II.The Exception Worth Noting

One software company has taken a different position. Built without external capital over several decades, it employs tens of thousands and has stated plainly that artificial intelligence will extend its people's capabilities rather than substitute for them. No restructuring announcements have followed.

This is not sentimentality. Institutional knowledge has compounding value. The cost of rebuilding expertise destroyed through repeated restructuring cycles rarely appears on the balance sheet — until it does, suddenly and expensively.

III.Candour as Strategy

The damage from this moment is not the restructuring itself. Markets restructure; technology displaces labour; this is neither new nor necessarily wrong. The damage is reputational and organisational — the slow erosion of trust that follows when people recognise they have been managed rather than spoken to honestly.

Skilled professionals notice the gap between stated rationale and observable reality. They draw conclusions quietly, then act on them at the moment of their choosing.

Six hundred and fifty billion dollars is an extraordinary commitment to the future. The companies making it would spend their credibility more wisely by saying so plainly — and leaving productivity out of it entirely.

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