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Talent leader

Industrial era HR management is no longer fit for purpose. It was never a human-centric approach and thus was never optimised to harness the true potential of your people. I can help you create a people-centric organisation designed to operate in the most disruptive of conditions.


The absence of talent representation in the traditional senior leadership team says a lot about how people are valued in the organisation. Perhaps some leaders see HR as a subdivision of procurement and thus view the employees as interchangeable as stationery. Job specifications highlight that people are really just (replaceable) cogs in the machine. 

Cognitive athletes?

Some leaders see the maturation of new disruptive technologies coupled with the Covid-19 pandemic as the perfect opportunity to swap out these cogs and replace them with algorithms and robots. They fail to see the inherent value in their people. Humans are naturally innovative, but they need to be treated as humans so that their cognitive capacity can flow. Unfortunately the risk-averse model of the industrial era factory model does not value this, even though it is human innovation that is the only way to continually create the compelling products, services and experiences that the market demands.

How I can help

I can help you:

  • Impress this new talent-centric reality on the key stakeholders. This could include the business leadership, your team and even your talent management partners.
  • Lead the necessary transformation required to implement a people-centric innovation-fuelled organisation.
  • Onboard your people. They need to understand what is happening and why and they need to understand how they must develop in order to make the transition from process worker to cognitive athlete.


My methodology

  1. Provide the stakeholders with an understanding of the scope of the problem and the resolution options available to you.
  2. If not blatantly obvious, assess and prioritise where transformation is required.
  3. Establish governance structure so that the transformation can be driven from within the organisation. NB. Transformation is not a project or programme, it is an operating model and so the organisation will always be in ‘transformation mode’.
  4. Support transformation in an advisory and coaching capacity, where required.
  5. Work with you to construct an educational programme to facilitate the required cultural and talent transformation. This might well include online courses.


Key benefits 

The key benefits of engaging me:

  • You will be engaging with one of the few people who fully understands the scope of the transformation required.
  • You will regain control of your organisation. It will be less at the mercy of the macro-environmental forces at play.
  • You will grow an organisation that is people-centric, using new technologies to augment their natural cognitive capabilities.
  • You and your people will personally transform during the organisational transformation.
  • The chances of talent management being represented in the leadership team will increase significantly.