Hacking HR to Build an Adaptability Advantage

Like other contributors centralisation is the enemy of adaptability, centralisation enables macro-level structures, networks and governance allowing top-down management to 'devolve trust'. Conversely, the same org factors create mistrust by smoothering the importance of relational, pyschological and social trust.

There's been lots of championing of decentralisation and multiplicity to create adaptability. Additionally and separately, I'd argue that what also stops an organisation being effectively adaptable is confusion as to what really matters in its activity and mission. Adaptability requires effort so we need to be excellent at knowing what...

Organizational change efforts (formally since the late 1980's and early 1990's) intially were designed to implement changes into organizations from a top-down approach therefore reinforcing a key barrier to adabtability: hierarchy-based and senior manager/sponsor lead approaches to change. Company cultures developed based on this expected and designed flow of organizational...

Centralisation of decision making, L&D and HR processes, in the name of efficiency and cost control. Whilst undoubtedly this can reduce duplication, it does take the ability to adapt swiftly and accurately, too far away from the point where it is needed.

From an HR perspective; one fully engaged, commercial and...