HR Transformation (Part 1): Making the Case for Transformation

I agree with the most points you made on the need for HR transformation. However, there are two fundamental topics are missing from your hypothesis. The birth of HR theories and practices took place in the West hemisphere to address the needs of enterprises that have come to live after the Industrial Revolution and evolved to deliver western stakeholders needs in area of business objectives, labor demands and governments orders. Now the game has changed, many global enterprises are challenged by new global stakeholders’ demands that may have different values systems. Ironically some may have conflicting views with the traditional western theoretical beliefs, in 70s with emergence of J organization and their success in business, HR had to transform to meet the new culture and this will happing once again today with much more complexity than in 70s with emergence of Korean, Chinese, etc people management practices.
Second, the HR, or the way I liked more people management, needs for transformation has direct correlation with industry "Clock Speed". Historically, people management texts and books have address the only HR in context of manufacturing sector while other sectors such as agriculture and services have been less viewed.
Today we have matrix of two by two, two distinct people management agendas, 1) enterprises with the needs for managing tangible resources (low clock speeds) and 2) enterprise with the needs for managing intangible resources (high clock speeds) in one dimension and other dimension is geographical complexity local verses global.

Peyman Dayyani