HR急需一次大革命

企业变革赶得上我们周边世界的变化吗？太多情况下，答案是否定的。我们在这方面可以找到很多反面教材，比如英特尔之于移动芯片，再比如柯达之于数码摄影技术。而要改变这种局面，急需改变公司适应外界变化的方式。人力资源部门是一个很好的切入点。
我们大多数人都可以轻而易举地举出几个下面这样的例子，有些公司未能全力以赴抓住重大的发展机遇【比如英特尔（Intel）之于移动设备芯片】，原有业务难以为继但却拖延不决【比如柯达（Kodak）之于数字摄影】，难以割舍钟爱但日渐衰亡的策略【比如通用汽车（General Motors）之于过于庞大的品牌组合】。我遇到过的大多数战略惯性案例中，人力资源(HR)部门并不是罪魁祸首，但也不是推动变革的最强大力量。
    我们与英国特许人事和发展协会(CIPD)的朋友们发起了一项在线问题解答活动，我们相信HR能在加强公司适应变革方面起到非常积极的作用。
Most of us have no trouble coming up with examples of companies that failed to mobilize around a major new opportunity (Intel (INTC) and chips for mobile devices), or procrastinated when confronted with a wrenching discontinuity (Kodak and digital photography), or struggled to let go of a beloved but dying strategy (General Motors (GM) and its bloated brand portfolio). In most of the cases of strategic inertia I've come across, HR wasn't the primary culprit, but neither was it a powerful force for change.
    We've launched a hackathon with our friends at CIPD because we believe HR can play a hugely positive role in helping companies to become adaptable at their core.