Source | blog.hrps.org | By|Artur Yeng and Dave Ulrich and Joes Hansen
HR professionals deliver value as architects of talent, leadership, and organization agendas. Many have discussed how HR can and should respond to trends in talent and leadership to increase employee experience, strategic execution, customer share, investor confidence, and community reputation. There is also evolution of how to think about and operate an organization. For HR to deliver full value, it is important to define both the characteristics of the emerging organization and HR’s role in making it successful.
The Emergence of a New Organization Form
Companies have evolved through different organization forms (see Figure 1). In this evolution, an organization is “fit for purpose” by mimicking the business context in which it operates. In a complex business world, hierarchy or bureaucracy organizations needed to create clarity about who plays what role and how to divide responsibilities for those roles. In a world of independent action, too-often isolated work advocated in hierarchies needs to offer integrated solutions through aligned systems. Organization alignment models included the “STAR” by Jay Galbraith and 7-S by McKinsey. In a world of ambiguity, organizations needed to create a distinct identity, or set of capabilities, required to differentiate them in the marketplace to help them win.