3D Operating Model FAQs

HCL helps organizations combine human talent and AI (Talent+AI™) to allocate resources effectively, ensuring measurable and predictable returns.

It replaces traditional job structures with a service-based model where human and AI resources work together to solve problems. The focus is on maximizing value while minimizing costs, using a supply-demand market-based org design. The result is less hierarchy shifting management layers into “customer value chains™” The service model enables the rapid improvements in Talent+AI integration.

The value of a service is determined by attributes of value as perceived by the customer receiving the service. A metric called “service-value™” summarizes the value of the service. It is a pervasive performance metric like cost. Value less cost represents the margin contribution of each service and sum of services. The objective is continuous improvement.

The first step in the process is to transform from a job role into a series of services representing the work performed. We use a custom AI tool that begins with Job data and improves continuously with user and agent feedback. The services then represent the % FTE performed in a job role. Talent+AI are allocated by %FTE service capability. No more headcount.

The service model allows for the exchange of services between humans and AI. We use a concept called Human Equivalence™ that provides a common language; supply-customer relationships; shared allocation; and performance metrics. This allows the Talent+AI workforce to be managed as part of the 3D operating model.

Hierarchical models are slow and inefficient, especially in Talent+AI environments. The service model reduces management layers, distributes resources among Talent+AI efficiently, and provides a means to optimize the return on Talent+AI capital. Increasing adaptability is achieved by distributing most decision making from hierarchy to “customer value chains”.

At the job role level, humans and AI are not scalable, interchangeable, or manageable in the same way. Cost and performance metrics are different. Humans can brainstorm, innovate, and change environments. Yet, AI is faster, excels at complexity, and repetitive work. The 3D operating model uses a common service model, the Human Equivalence, and org design that supports “customer value chains” to improve TalentROI™.

Traditional 2D operating model consists of jobs, headcount, cost, overhead, and revenue/labor cost. It is a crude process full of lots of assumptions and waist in computing return on Human capital. AI can also be measured in cost but how are talent and AI optimized? The 3D operating model consists of services, service profiles of 100% FTE per individual and service-value, cost, and service margin contribution. Via Human equivalence Talent and AI can be integrated into Talent+AI return on capital.

Many organizations are implementing AI to improve efficiency and reduce labor costs. This common practice may be short-sighted as remaining employees may fear their future reducing motivation and engagement. The 3D model emphasizes value creation over cost-cutting, fostering innovation, motivation, and personal growth. Employees gain more flexibility and opportunities to customize their work-life balance.

Hierarchical structures are becoming obsolete. Market forces will ultimately shape the future of Talent+AI organizations. Early adopters of the 3D operating model will gain a competitive edge by operating faster, leaner, and more efficiently in Talent+AI environments.