1. Reposition HR as the driver of Human Resurgence in the Post-Machine Age.

By providing a clear, commercial rationale that engages, persuades and supports Leaders, the organisation will be united around a shared purpose and direction; that also becomes the line-of-sight to the aspirations and intent of the business at every level.


  • Take your place at the table: Present what Human Resurgence is, why it’s valuable and how to implement it
  • Engage with, and show leaders how to adapt and thrive in this dynamic
  • Create the Human Neural Network that’s best for your organisation
  • Change the language around people and culture, from ‘manage / process’ to a bold strategic leadership of performance

2. Actively support and recognise leaders’ bravery.

Being timid and conservative aren’t character traits of disruptors: society, opinion-leaders, and markets are actively looking for, highlighting and rewarding bravery. By helping leaders enhance their position on the Leadership Bravery Scale, they’ll increase the potential and prospects of the organisation, and not do their reputation any harm either. It then becomes motivation to fast-adapt to what works in the post machine age, not fear of personal exposure or loss.


  • Give leaders the rationale and tools to take a position on the Bravery Scale that leads to success
  • Develop a Communications Strategy that incrementally moves them to the right end of the Bravery Scale to support this
  • Spread the ‘Bravery’ through the business, by making ‘Brave’ applicable to everyone
  • Recognise and reward the ‘Brave’ for their efforts and the impact they make
  • Show the world your type of ‘Brave’. Utilise every channel to tell your story

3. Activate the commercially curious mindsets in the organisation.

Big-value ideas that are changing the world are coming from people; who see the limitations of an entrenched dynamic (usually because they’re working in it) and find a better, more effective and hyper-valuable way forward. By creating mechanisms that foster individual ideas you give your people the remit to solve challenges, unlock new opportunities and build an inter-connected ecosystem of possibility that is self-perpetuating and self-powered.


  • Apply the new definition of People and Culture 3.0: provide HR with the tools to drive change and own the outcom
  • Focus activity on first mover (not fast follower) responses to opportunity(research shows ‘wait and see is not a viable response – McKinsey Quarterly March 2017. Facing up to digital disruption: Reinventing the core with bold business strategy)
  • Change from think-tanks to action-tanks, mobilise people outside the silo, bring people together to act in a cross-functional multi-engagement manner
  • Stick with it. Make the effort to get people working in a truly collaborative way on an ongoing basis

4. Shift internal comms programs to needs and insight based two-way engagement.

The world we live in is a deeply immersive, audience-of-one, immediate-interaction, choose-my-adventure space where we define what we need and how we’ll use it. If any area needs to be brought into the current world, it’s internal communications, so look to where you can communicate faster, and more directly, using less content. We can unsubscribe to emails that don’t deliver what we want, in the frequency we expect, so learn from this and apply accordingly.


  • Develop a robust, multi-channel communications strategy that is aligned to the needs of all your audiences.
  • Take a ‘fit-for-purpose’ approach, not ‘one-size-fits-all’
  • Let go of out-dated communications platforms: simplify, minimise and ramp up the relevance and value.
  • Apply the opt-in approach, enabling internal audiences to choose, and creating powerful data on UX and preferences

5. Outsource the process, but be sure to insource innovation.

AI and Machine Learning are highly visible and powerful forces, and nobody denies these can and will ‘do’ process better. This can entrench a passive mindset in people: unable to see opportunity to add input, make a difference or generate value. This is why it is critical to turn passive into ‘passion’; activating, supporting and rewarding the vastly superior ability of people to ideate and innovate. It’s also important as it begins to create the sense of possibility and viability in being a part an agile organisation, and a better world. This brings benefits that flow through the organisation, and out (employer of choice, for example).


  • Open up a meaningful dialogue with all staff, giving them the right and power to consider and share what will make a difference.
  • Involve the entire enterprise in the conversation about the case for reinvention
  • Be really clear about the role of technology in process automation, enhanced by human insights.
  • Implement 21st century employee insights/feedback mechanisms that provide real time feedback connected to capability enhancement and learning.
  • Re think what innovation means in your enterprise and make it everybody’s business