The crux of an organization’s rationale is its ability to create value. A human-centric organization (HCO) views the individual as the core of value creation, not job titles and organization charts. Vibrant, adaptive organizations function less by structural authority and more as networks or marketplaces of internal customers and service providers who collectively serve external customers and market needs
A modern organization applies talent and resources as a fluid “gig economy” of internal and external providers and consumers bound together by objectives and processes to deliver value. HCO’s strive to balance business and individual needs while addressing business outcomes. Transparency is essential for human performance and adaptive agility. Each individual, team, and function are contributors to operating success and profit margin.
By viewing all work in the form of services where each individual, team, and function provides a series of services to benefit a customer (internal or external) of each service, HCO’s can evolve from any organizational culture or structure. An individual at any level will “own” 6-10 services that make up their service profile (or job). The result is an on-going agile change process driven by both internal and external customer needs. Waste can be continuously challenged. Much of managing overhead is replaced by self-management where the individual owns their customer’s experience and is empowered to bubble up initiatives and lead improvements.
Human centric organizations produce amazing financial results, as everyone participating in the organization is aware of their contribution. HR plays a strategic role in HCO evolution by owning the entire use of talent. Like Finance acting to manage costs, HR acts to optimize the value (margin creation) of talent.
Recent Comments