Human Capital Management

Updated: Oct 13, 2019

The world is changing and so must we. Our notions and ideas of what an enterprise is and how businesses must be run have become outdated. It is time to renew our ideas about the potential and possibilities of humans.

Robots undertaking maintenance and support work.
There is still a long way to go before the programmed robots can learn further and become more efficient to undertake new tasks and circumvent problems.

In an age of internet and digitization, information, knowledge and financial capital can be sourced freely and globally. That frees the limitations of the humans to reach out and embrace the freedom of expression. It would be a travesty not to join this movement and even pioneer it, isn't it?

Control versus building teams:

The focus of enterprises upto this point was to control the people in the organization. This was perhaps relevant for a certain point of history. When there was a huge gap between the accessibility to quality education and wealth. When there was a monopoly on ideas and who could bring them to life. That is no longer true, is it?

Every person in an enterprise should know how the business works. Because we are now in a world where we build upon ideas for growth. Learning should replace training in enterprises because of the rapid changes in the environment and technology which compels learning in action. The term 'career' must be replaced by 'journeys' where the intersection of an individual's and the enterprise's journeys would become an ideal match to create intellectual property (IP) that would cause growth.

Those times are long gone when an idea had a lifespan or shelf life of a few decades. Those laws of monopoly and oligopoly are definitely disappearing or becoming ineffective.

Human resources management to talent management

It would be a huge mistake to continue looking at humans as resources. The term resources connotes 'stock and use' and that is pretty much useless in a dynamic environment where it is the ideas and initiatives of people that is useful in the context of growth in enterprises.

There must be no doubt that every single person in an enterprise has a role to play and roles should not be boxed. Roles must be allowed free expression and this is the starting point for talent management. Where the term talent must be understood as "the expression of the latent."

Roles cannot be imagined out of thin air. They must be derived from a process. Not just within the enterprise but across industry and extended ecosystems. This is where the transformation of an enterprise begins. They must blend to a lexicon that shapes the connected narrative in the industry 4.0 scenario. This will undoubtedly be a difficult transition and transformation. But no one should believe that it is easy either.

At least 133 million new roles generated as a result of the new division of labour between humans, machines and algorithms may emerge globally by 2022, according to the World Economic Forum. There will also be strong demand for technical skills like programming and app development, along with skills that computers can’t easily master such as design thinking, design, architecture, ecosystem creation and digital technology development.

Digital transformation initiatives must be holistic and enterprise centered, not just technology focused. Research reveals that more than 85% of digital transformation initiatives globally settle for mediocre outcomes because they lack a holistic approach.

At archents, we bring you an approach to transformation that build guardrails around the disciplines of design thinking, design, transformation and innovation. Write to to schedule a dialog.

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