People & Strategy Summer 2017 Vol. 40 Issue 3 - 56

work for new talent graduating from
universities now.
David: It is important that we have
leaders with the right attitude to help
redefine a culture that is all about
transparency, customer-centricity,
collaboration, and enterprise-wide
thinking.
Deborah: Right now, we know that
entry-level jobs provide people with
a great deal of knowledge about the
company's culture, its policies, and its
way of working. If AI does the repeatable entry-level work, and your new
employees start at a higher skill level,

ant to understand how to engage in
this process as a natural way to think
about continual improvement.

street? I need them to be my partner
so they can help find the right talent
for us to win.

Josh: I'm not sure you can have one
person that has everything. I think you
need a combination of different skills
in some of these new domains. Again,
if I look at it from a human capital
perspective, I think you need people
who understand the market dynamic
and are able to adapt.

Gerard: HR becomes an integral part of
thinking through how we manage the
workforce of the future. We need their
thought leadership in coming up with
a different way to manage a changing
workforce. Going back to our talent
exchange, how do you drive independence requirements and security
requirements down to a flexible talent
pool?

Gerard: One of our main studies every
year is the Global CEO Study. Going
into the study we thought we were
going to find CEOs saying they want

Moving forward, people and technology working
together will be critical for growth, and to enable
that we will need to modernize our people
practices to help the two work together seamlessly.
the leadership challenge is about how
you integrate people into your culture
without extensive training or a more
sophisticated onboarding process.
P+S: What do you see as the next
frontier, say, two years out, in terms of
"smart technology" and "smart people" in your business or industry?
David: The next frontier, or, more
likely, the next series of frontiers, will
involve ensuring that all our people
practices-whether it be selection,
training, or career planning-must
account for the technological changes
in our restaurants. The benefit for our
customers is that this will enable us to
refocus our people in places to help
deliver greater convenience, better
service, and enhanced value. We are
looking at people practices broadly
and making sure that they are tuning
into where the technology is going.
Tim: It's going to be the people who
naturally know they are not the software designer or the agile scrum lead,
but instead understand that's the way
to get from good to great on something in the business. It will be import56

PEOPLE + STRATEGY

to reduce the workforce. However,
our study is showing that they want
to leverage more technology, but that
they also want to hire more people.
When we probed, we found they
recognized that they need more talent
that cannot be replaced by a robot.
Beyond the repeatable task, they need
creative and digital talent.
Deborah: The penultimate value
comes when you have the right combination of AI and humans working
together, depending on the skills and
what the goals are. That is where the
real incremental values come in. But
it's also the cultural change-developing shared values to keep learning, to
stay curious, and to welcome technological change into the business.
When you can figure out that combination, you've got it right.
P+S: What is the role of HR in helping
you win in the market? As a leader of
a complex organization, what do you
need HR to do?
Josh: I need HR to be close to the
business to help me sense the organization-what is really the beat on the

Josh: The other is leadership development. As we are changing and as leaders
need to change, I need HR's help in
partnering with me in finding the right
ways to advance the development of other leaders. It is imperative to have a very
strong partner because it is all about the
people and the talent.
David: We have to help enable speed.
That means limiting some people practices that have been overly focused on
process in the past, and moving toward
more nimble business and people practices that encourage speed and focus on
what is most important to the business.
Tim: Thirty years ago, HR got tied up
in running suggestion programs, but
couldn't figure out how to operationalize them in a systematic approach to
facilitate a continuous improvement
culture. HR has another chance today
to be a greater enabler and accelerator
of business growth
David: Today, much has come to light
about how much culture is king or
queen, and how much is driven by that
culture. We need to look at how we are
helping the culture change in the business to support technological innovation.
That means moving to a culture that
champions innovation, creativity, and intellectual curiosity-and which embraces
the changes that innovation generates.
As a function, we should be proud to
be in that space, because this really is
driving the value of the business. The
culture can kill it or take it forward, and
HR is at the heart of accelerating cultural
evolution, which is a very exciting place
to be at as a profession.



Table of Contents for the Digital Edition of People & Strategy Summer 2017 Vol. 40 Issue 3

From the Executive Editor
From the Guest Editors
Perspectives
It’s Time for a Second Playbook: HR’s Leadership Role in Transformation
Industry 4.0: Preparing for the Future of Work
When Fast Is Too Slow: “Xcelerating” Leaders at Electronic Arts
Patagonia’s Journey into a New Regenerative Performance Approach
Getting Results with Talent Analytics
How Artificial Intelligence Will Change HR
The Internet of People Delivers New Ways of Learning
Executive Roundtable
In First Person
Linking Theory + Practice
Book Reviews
Leadership Insights
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover1
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover2
People & Strategy Summer 2017 Vol. 40 Issue 3 - 1
People & Strategy Summer 2017 Vol. 40 Issue 3 - 2
People & Strategy Summer 2017 Vol. 40 Issue 3 - 3
People & Strategy Summer 2017 Vol. 40 Issue 3 - From the Executive Editor
People & Strategy Summer 2017 Vol. 40 Issue 3 - 5
People & Strategy Summer 2017 Vol. 40 Issue 3 - From the Guest Editors
People & Strategy Summer 2017 Vol. 40 Issue 3 - 7
People & Strategy Summer 2017 Vol. 40 Issue 3 - Perspectives
People & Strategy Summer 2017 Vol. 40 Issue 3 - 9
People & Strategy Summer 2017 Vol. 40 Issue 3 - 10
People & Strategy Summer 2017 Vol. 40 Issue 3 - 11
People & Strategy Summer 2017 Vol. 40 Issue 3 - 12
People & Strategy Summer 2017 Vol. 40 Issue 3 - 13
People & Strategy Summer 2017 Vol. 40 Issue 3 - It’s Time for a Second Playbook: HR’s Leadership Role in Transformation
People & Strategy Summer 2017 Vol. 40 Issue 3 - 15
People & Strategy Summer 2017 Vol. 40 Issue 3 - 16
People & Strategy Summer 2017 Vol. 40 Issue 3 - 17
People & Strategy Summer 2017 Vol. 40 Issue 3 - 18
People & Strategy Summer 2017 Vol. 40 Issue 3 - 19
People & Strategy Summer 2017 Vol. 40 Issue 3 - Industry 4.0: Preparing for the Future of Work
People & Strategy Summer 2017 Vol. 40 Issue 3 - 21
People & Strategy Summer 2017 Vol. 40 Issue 3 - 22
People & Strategy Summer 2017 Vol. 40 Issue 3 - 23
People & Strategy Summer 2017 Vol. 40 Issue 3 - When Fast Is Too Slow: “Xcelerating” Leaders at Electronic Arts
People & Strategy Summer 2017 Vol. 40 Issue 3 - 25
People & Strategy Summer 2017 Vol. 40 Issue 3 - 26
People & Strategy Summer 2017 Vol. 40 Issue 3 - 27
People & Strategy Summer 2017 Vol. 40 Issue 3 - 28
People & Strategy Summer 2017 Vol. 40 Issue 3 - 29
People & Strategy Summer 2017 Vol. 40 Issue 3 - Patagonia’s Journey into a New Regenerative Performance Approach
People & Strategy Summer 2017 Vol. 40 Issue 3 - 31
People & Strategy Summer 2017 Vol. 40 Issue 3 - 32
People & Strategy Summer 2017 Vol. 40 Issue 3 - 33
People & Strategy Summer 2017 Vol. 40 Issue 3 - 34
People & Strategy Summer 2017 Vol. 40 Issue 3 - 35
People & Strategy Summer 2017 Vol. 40 Issue 3 - Getting Results with Talent Analytics
People & Strategy Summer 2017 Vol. 40 Issue 3 - 37
People & Strategy Summer 2017 Vol. 40 Issue 3 - 38
People & Strategy Summer 2017 Vol. 40 Issue 3 - 39
People & Strategy Summer 2017 Vol. 40 Issue 3 - 40
People & Strategy Summer 2017 Vol. 40 Issue 3 - 41
People & Strategy Summer 2017 Vol. 40 Issue 3 - How Artificial Intelligence Will Change HR
People & Strategy Summer 2017 Vol. 40 Issue 3 - 43
People & Strategy Summer 2017 Vol. 40 Issue 3 - 44
People & Strategy Summer 2017 Vol. 40 Issue 3 - 45
People & Strategy Summer 2017 Vol. 40 Issue 3 - 46
People & Strategy Summer 2017 Vol. 40 Issue 3 - 47
People & Strategy Summer 2017 Vol. 40 Issue 3 - The Internet of People Delivers New Ways of Learning
People & Strategy Summer 2017 Vol. 40 Issue 3 - 49
People & Strategy Summer 2017 Vol. 40 Issue 3 - 50
People & Strategy Summer 2017 Vol. 40 Issue 3 - 51
People & Strategy Summer 2017 Vol. 40 Issue 3 - Executive Roundtable
People & Strategy Summer 2017 Vol. 40 Issue 3 - 53
People & Strategy Summer 2017 Vol. 40 Issue 3 - 54
People & Strategy Summer 2017 Vol. 40 Issue 3 - 55
People & Strategy Summer 2017 Vol. 40 Issue 3 - 56
People & Strategy Summer 2017 Vol. 40 Issue 3 - 57
People & Strategy Summer 2017 Vol. 40 Issue 3 - In First Person
People & Strategy Summer 2017 Vol. 40 Issue 3 - 59
People & Strategy Summer 2017 Vol. 40 Issue 3 - Linking Theory + Practice
People & Strategy Summer 2017 Vol. 40 Issue 3 - 61
People & Strategy Summer 2017 Vol. 40 Issue 3 - 62
People & Strategy Summer 2017 Vol. 40 Issue 3 - 63
People & Strategy Summer 2017 Vol. 40 Issue 3 - 64
People & Strategy Summer 2017 Vol. 40 Issue 3 - 65
People & Strategy Summer 2017 Vol. 40 Issue 3 - Book Reviews
People & Strategy Summer 2017 Vol. 40 Issue 3 - 67
People & Strategy Summer 2017 Vol. 40 Issue 3 - 68
People & Strategy Summer 2017 Vol. 40 Issue 3 - Leadership Insights
People & Strategy Summer 2017 Vol. 40 Issue 3 - 70
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover3
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover4
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