Re: Future of HR in LOs LO3097

tim smith (timsmith@redshift.com)
Sat, 7 Oct 1995 10:34:23 +0000

Replying to LO3087 --

Michael writes:

>I don't know what *has to* happen but a couple of scenarios follow.
>One is that a truly competent HR person - someone who is a master in
>the field or at least in serious pursuit of mastery - might arrive at
>a company, engage a CEO or exec team in the necessary integration of
>HR with the corporate intentions and win an authentic accountability
>to produce a result which demonstrably benefits the business in the
>business' own measures. Most such masters are already occupied and
>get their next job from references and having completed a
>transformation wherever they currently are.

It may be that most folks with this scope of vision bridle under the
constraint of management and seek other outlets (consulting, etc.) for
their talents. Their natural entrepreneurship leads them afield, rather
than toward the inner workings. Just as many great CEO's are on top
because they like the view from there, so might the best HR pros be
looking for a place where the view is better.

Deletia

>I have so far found none of these who refer to themselves as Learning
>Organisation nor have I found any in my excursions into what
>identifies itself as the Learning Organisation community. Why is
>this?

What occurred to me, Mike, is that if the organization is engaged in
learning, there is no need to call it that, it simply is what it is. Is a
LO a specific state, an entity, if you will, or a heap of characteristics
to a greater or lesser degree present in the organization's culture?
Perhaps, like the proverbial fish in water, the question just does not
arise.

--
Timothy Smith
Partner, Wheelwright Associates
Organization Transformation Consultants
P.O. Box 221668, Carmel, California 93922
Phone/Fax (408) 624-8138
timsmith@redshift.com