The AI revolution isn’t coming; it’s already here. Gen AI has dramatically raised the bar, requiring us to think with AI, ensure that we trust it, and continually tailor it—and ourselves—to perform better. Though gen AI is part of the extended movement to create more-symbiotic relationships between humans and machines. The future of business will be driven not by gen AI alone but by the people who know how to use it most effectively.
H. James Wilson and Paul R. Daugherty
In today’s fast-paced world, business transformation can no longer be treated as a one-time project. Continuous change necessitates ongoing transformation. The traditional approach of “unfreeze, change, refreeze” must give way to a new mindset: “rethink, reshape, repeat.” It’s through this continuous process of transformation that companies can truly realize their full potential.
Michael Mankins
Good players play where the puck is. Great players play where the puck is going to be.
Wayne Gretzky
Canadian former professional ice hockey player
Until everyone in HR truly LOVES business (making, selling, inventing, earning), we will never be seen as a true strategic partner. Every time we endorse silly concepts like "quiet quitting", we lose strategic legitimacy in the eyes of senior business leaders.
Marc Effron
President at The Talent Strategy Group
Strategic HR is about creating value by building the talent, leadership, and organizational capabilities of a business to better align with stakeholder needs. When HR professionals develop the competencies to deliver value in each of these areas, they influence the business and enable better performance and results.
The RBL Group
HR functions tend to be vertical. To help business adapt and transform, HR must work horizontally, alongside the business as a true partner, ceding control and co-owning outcomes with other stakeholders.
Andy Lomas
EY EMEIA People Advisory Services Digital HR Leader
Connect more dots to see a richer view of change. Keep connecting the dots, and you could anticipate change today.
Futures Thinking
Kantar
HR needs to be visible, curious, actively networking and finding out how the business truly ticks. Some of the most credible HR people I have worked with started in the business and moved into HR, so they knew how the organisation operated and put their new HR skillset to work to help the business do better.
Giles O'Halloran
HR that starts with the business doesn't get as much resistance from the business.
Dave Ulrich
Speaker, Author, Professor, Thought Partner on HR, Leadership and Organization
The best HR leaders I know have been labelled maverick at one time or another because they've built something that went against the norm, they've challenged the status quo, and they've seen beyond the perceived limitations of their function and therefore extended well beyond it.
Ben Whitter
Best-Selling Author & Keynote Speaker
What makes a great CHRO, great? Many things actually. First, they must know how to effectively scale people—helping key individuals make a massive impact across the entire organization. Second, they must become a trusted consigliere to the CEO. Third, they must feel comfortable with a seat at the board room table, debating future strategic options. And finally, the very best CHRO’s are visionary. They focus on reinvention, not just replication.
Huggy Rao
Professor at Stanford Graduate School of Business
This is HR's moment of truth to lead the organization in navigating the future of work and prepare workers for the next decade. As HR leaders, we need to see all the possibilities, challenge our mindset and lead this disruption of work. This is our opportunity to show how we navigate the future of work.
Cognizant
CEOs would ideally want HR leaders to not only simply understand the functions of HR, but also to understand what Marketing is doing, what Finance is up to, what Sales is achieving, and how Operations is coming along. And they want us to ask, "How can I help?" That's company-centric HR.
Rita Trehan
HR is the best job in the world. There 's no other role that gives you access to every part of the business. My vision is that HR becomes one of the top careers people want in the future.
Rita Trehan
Award-winning Business Transformation Expert | Strategy guru | Author | Former Chief People Officer | Speaker & Founder of Dare Worldwide
The best thing that HR can give to the employees is an organization that is winning at the marketplace.
Dave Ulrich
Speaker, Author, Professor, Thought Partner on HR, Leadership and Organization
I always knew there was one thing, above all else, that we would have to get right in order to thrive: our human capital. That’s your guiding light, your North Star that will keep propelling you toward greatness.
Paul Sarvadi
Chairman, CEO at Insperity; Author of Take Care of Your People: The Enlightened CEO's Guide to Business Success
I spend the a huge part of my time with the business as a whole, rather than just in HR. Listening to business leaders, speaking with our teams, learning from our people... It's the key to understanding what’s going on, seeing what we can pull for in talent, organisation and culture in order to make a difference. Your people ARE your business.
Leena Nair
Chief HR Officer at Unilever
The CHRO needs first to be a business person with the same goals and understanding of the business as the CEO and CFO. Only then can the CHRO bring forward the human capital portion of the strategy, which would then align with the CEO’s and CFO’s vision. When the CHRO stands separate and apart from these two key partners, he or she stands alone and unaligned. When the CHRO stands shoulder to shoulder, the full potential of the senior team and the business can more readily be realized.
Kevin Silva
Executive Vice President and Chief Human Resources Officer at Voya Financial
