Mike Elgin

When I first introduced the CHRO Operating System, my intention was to publish it as a series. Each level builds on the previous one, and I wanted to communicate it separately in a thoughtful way — to reflect on the shift from HR as a support function to enabling strategic delivery. But after publishing the first article, I had a number of messages asking to see how things connected and how the architecture fits together. So today I’m sharing the full model. The CHRO Operating System — A Brief Overview Across industries, organisations rarely fail because they lack strategy. They fail because strategy is separated from design. The CHRO Operating System describes how strategy becomes performance through five interconnected layers: • Strategy Core — defining where to play and how to win • Organisational Architecture — designing the structures that enable execution • Behavioural Design — shaping leadership signals and cultural reinforcement • Execution Systems — embedding accountability and performance mechanisms • Adaptive Feedback Loop — enabling continuous learning and evolution Together, these form a closed loop: Strategy sets direction → Design shapes behaviour → Behaviour drives performance → Performance generates insight → Insight refines strategy. In its simplest form - strategy does not change organization's - systems do. And this fundamentally changes the role of the CHRO — from functional leader to organisational architect. Principally because the future of work isn’t a technology problem - it’s a design problem. I’m sharing the full architecture now so you can see how the pieces connect. If you would like to hear the thinking behind it in person, I will be incorporating this model into my keynote at the Khaleej Times Future Workforce Summit on the 28 April 2026 — where I will explore how I see the new role of the CHRO as the architect of execution. Organisations behave exactly as they are designed to behave. The role of the CHRO is not just to support execution — but to design the system through which execution becomes inevitable. I would genuinely value your thoughts and reflections.

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Your best future leaders might be hiding in plain sight. 👀 http://aihr.ac/4mNLw3L → Get your breakdown of what actually signals high potential, and how HR can build a fair, repeatable HiPo process. ♻ Catch them before someone else does. 😉

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I recently joined the AI in HR panel discussion at FHRD’s ‘Al and its Impact on HR Processes’ seminar, where we tackled one of the most pressing challenges for organisations today: how to embrace digital transformation responsibly and effectively. We all agreed that the real challenge is not just about adopting new platforms or AI tools, it’s about choosing the right ones, for the right reasons. For many fast-growing organisations, internal capacity remains a constraint. Do we have the right talent in-house to evaluate and implement digital solutions? Or are we forced to turn to external advisors, often at a cost that’s difficult to sustain? Technology adoption is never just about the tools. It’s about security, education, and above all, culture. We need to equip our teams to work with new platforms confidently, ensuring they understand not just how to use them, but how to use them safely. From a board perspective, it’s crucial that robust policies are in place – policies that prioritise data security, establish clear usage guidelines, and protect the business as it grows. Digital transformation requires more than just investment. It calls for strategic clarity, workforce readiness, and a strong governance backbone. FHRD Karen Muscat Baldacchino Marie Theobald Vassilis Trochalidis Keith Vassallo Mark Camilleri Gambin

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The Fourth Industrial Revolution isn't waiting for HR to catch up. A recent analysis confirms what I've been implementing for years: HR must evolve from support function to transformation driver. In my 15+ years leading HR transformations across the Middle East, I've observed three critical shifts: 1. REACTIVE → PROACTIVE When I redesigned our shared services model, we didn't just respond to business needs—we anticipated them, cutting processing time by 40%. 2. ADMINISTRATIVE → STRATEGIC HR leaders who remain stuck in compliance and paperwork will be replaced. The new mandate is clear: mobilize resources toward business outcomes. 3. PROCESS-FOCUSED → PEOPLE-FOCUSED Engagement isn't a fluffy metric. My programs demonstrably reduced turnover by 20% because they balanced human needs with business imperatives. The revolution is here. HR professionals have two choices: Become architects of transformation or become irrelevant. Which path are you choosing? And what's your first step? #HRTransformation #FutureOfWork #StrategicHR https://lnkd.in/dPvkjd_5

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HRSE HR SUMMIT & EXPO 💡 L&D + AI + Assessments: A Space That’s Getting Really Exciting This time, the discussions were mainly around Learning & Development, AI, and Assessments, and honestly, it was exciting to see how fast things are evolving. AI is clearly making a big impact in L&D, whether it’s standalone learning apps or traditional HR systems adding smarter L&D modules to keep up with how people actually learn today. What stood out most for me was how AI is being used carefully and responsibly in assessments not to replace human judgment, but to make it sharper, fairer, and more data-driven. And of course, met a few fantastic people who are doing amazing work in this space, always great to connect, share ideas, and learn from each other. More to follow soon. If you’re exploring tools that blend AI and assessments beautifully, I’d suggest checking out: 👉 #AssessFirst 👉 #TeamFlect 👉 #MercerAssessment 👉 #LPI AI isn’t here to take away the human side of learning — it’s here to amplify it. #LearningAndDevelopment #AIinHR #TalentDevelopment #FutureOfWork #HRInnovation #hrse #hrsehrsummitexpo Colm O'Brien, Bora Ünlü, Kate Seber Akay, MBA, Prasanjit Sarkar,Scott Sheppard (FLPI)

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A recent post by Dr. Dave Ulrich talks about the role of HR in building organizational capabilities. This reminded me of our L&T consultancy report of 1977 which was published by AHRD with permission from L& T. Here is an extract from the first of the 14 principles on designing HR systems. I credit Dr. Udai Pareek for his thought behind these principles five decades back. I feel excited to read from Dave that building organizational capabilities should be a focal point of HR. In my view preparation into HR profession is incomplete if one is not aware of these thoughts behind HR function.

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The World Economic Forum just released its Chief People Officers Outlook — and it reinforces something I’ve believed for a while: the people function is no longer a “support” role. It’s now central to resilience, transformation, and growth. Reading the report, a few things stood out to me through our "More, Better, Now" lens: - More (availability of Talent) → Companies are rethinking structures and talent models, with global, flexible approaches emerging as a real advantage. - Better (Talent quality) → Culture and purpose are back at the top of the agenda. In an era of fragmented work and shifting expectations, leaders need to actively foster cohesion and trust — especially as AI reshapes how we work. - Now (Talent movement) → AI is the urgent frontier. Redesigning jobs, upskilling people, and protecting against risks like skill loss and inequity aren’t “future” issues anymore — they’re today’s priorities. I also loved one line from a CPO in the report: “You can’t separate people and business anymore.” That feels like the essence of More, Better, Now — building systems that deliver more performance, developing leaders who do it better, and focusing on what matters right now. Worth a read if you’re thinking about the future of work: https://lnkd.in/dJ-cWqAX Something that Angela Lane and I will start off with in the upcoming Strategic Talent Management program at Porto Business School. DM me if you consider attending. #TalentStrategy #talentmanagement #MoreBetterNow #CHRO #CPO

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“Unbounded,” a memoir by Huda Al Ghoson: Five Leadership Reflections Reading about Huda Al-Ghoson’s rise from a patient representative at Aramco’s hospital to Executive Director of Human Resources — a path shaped by persistence, curiosity, and the quiet courage to keep expanding — put me in a reflective mood. Five thoughts each followed by a reflection prompt: 1️⃣ Freedom is not the absence of boundaries but the mastery of them. She suggests that real autonomy is intentional. It’s knowing when to stretch, when to stabilize, and how to stay aligned with purpose in the middle of complexity. Reflection prompt: Where am I treating a boundary as a barrier rather than a skill to master? 2️⃣ Even in doubt, discovery is at work. Periods of uncertainty aren’t derailments; they’re recalibrations. The book makes the point that identity often sharpens when direction feels foggy. Reflection prompt: Which recent moment of doubt helped refine my direction? 3️⃣ We can inspire others without realizing it. Many figures named in Unbounded didn’t set out to be leaders — they simply kept going. Their consistency created permission for others to imagine more for themselves. Reflection prompt: Which of my everyday habits might already be lifting someone else? 4️⃣ A Contrast with “Out of the Desert” Mr. Al-Naimi’s memoir is a testament to mastery within a system—discipline, loyalty, and endurance. Unbounded asks us to consider alternate paths. The two books chronicle beautiful, distinct leadership journeys. Reflection prompt: Where am I being called to work within and outside of systems? 5️⃣ Challenging a system is rarely comfortable, but it lights the path. Trailblazers face resistance not because they’re wrong, but because they’re early. Their questions reshape what becomes possible. Reflection prompt: What assumption or process deserves a respectful challenge from me right now? Unbounded ultimately argues that growth — personal or organizational — thrives where courage meets reflection. It’s a reminder that leaders don’t just navigate systems; they illuminate the paths that come next. I’m so glad I had the opportunity to read this book and learn about #Aramco, Saudi #culture, and #leadership. Thank you to all who recommended it to me!

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Anita Carver CPHR shares her thoughts on tackling four common HR challenges in "The Big Ask." From equitable development to managing redundancies, discover practical strategies for HR practitioners. Watch the full video to learn how storytelling can transform change management: https://lnkd.in/gydjmsrH

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