In almost any change there is 20 - 60 - 20. 20% are doing the change and we need to stay out of their way. 20% will never get there (a large percent still go into banks to see tellers vs. ATMs). 60% are in the middle. I think you will always find some companies where the head of HR is not a member of senior management team (bottom 20% and some companies where she or he has always been (top 20%).
Dave UlrichFuture leaders will be less concerned with saying what they will deliver and more concerned with delivering what they have said they would.
Dave UlrichWhen I think of organizations, I think of the capabilities an organization has more than its morphology or structure. The ability of an organization to have a shared purpose and the ability for employees to be productive are critical capabilities for most organizations today.
Dave UlrichPeople are more likely to support a change when they have information on it and when they participate in it. So, getting the CHRO information about the transformation and involving the CHRO in the transformation effort are critical to success.
Dave UlrichI see top business schools working to bridge this gap [between academic research and business application] by respecting executive education, by having more mature students who proactively draw from faculty what they know they need, and by having faculty who are willing to leave their ivory towers for the murky world of business reality. Unfortunately, at other times, business professors have little or not interest or savvy about business issues.
Dave UlrichPeople will change when they see that the change will help them reach their goals. If the CHRO sees that the HR transformation that others desire will help the CHRO reach his or her goals, then there will be more support. Absent this reasoning, the CHRO may go through the motions, but the transformation will not be sincere or lasting.
Dave Ulrich