Our Story

The conventional paradigm is that management’s role is to ensure work gets done. After decades of inefficiency, complexity, and disengagement, we have concluded that the primary role of managing begins with the individual. There is no “we” and “they” culture where managers own the work and employees do the work. Management is overhead. Costly. In the new HumanCentric paradigm the objective is the least managing to get the right work done.

To achieve the “we” approach to managing, the individual owns their work, its value to their customers, and to increase value to the customers. Accountability rests with individual and teams doing the work. Management’s role is to guide, coach, and foster innovation and leadership.   

To transform into a “we” culture is not complicated. The first step is to measure all members of the organization with the same yardstick –value. Functional jobs can limit the full use of talent who often arrived with a variety of job experiences. Individuals want to expand the use of their full capabilities and learn new ones. Organizations earn a higher return on their talent when the use and optimization of talent is a central part of decision making.

To achieve this outcome requires a new organizational design where talent is measured as a P/L that supplies talent to achieve business function objectives by considering both the use and motivation of the talent. This is in contrast to the typical headcount allocation provided by Finance. Included directly or indirectly in this “Talent ROI” org design are HR, IT, and Workplace who play an operating role in achieving Talent ROI.