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Simon and Schuster
CHRO Reimagined: Architecting Human Value in an AI-Shaped Enterprise
CHRO Reimagined: Architecting Human Value in an AI-Shaped Enterprise
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Open a chief human resources officer (CHRO) job advertisement today. It will say strategic partner. It will talk about transformation, organizational design, commercial judgment, and advising the board.
Then read what the job is measured on. Engagement. Retention. Turnover. Compliance. Not one business result. And in a template written for 2026, the words artificial intelligence (AI) do not appear at all.
Nine in ten CHROs name AI as their first concern. Only two in ten are in the room where AI strategy is decided. The decisions get made anyway. They determine whether technology amplifies human contribution or erodes it.
The CHRO Reimagined writes the description that is missing. Not a theory of what the role should become, but a specification: what the CHRO is now accountable for, what the job demands, and what it should be measured on. It comes from a practitioner who held the CHRO and CIO roles at once, and ran a business with a profit and loss attached.
AI has proved itself a force multiplier. Yet it is early days, and most of the investment is not yet showing up in results.
The reason is rarely the technology. It is architecture. Organisations measure what is easy to count. They automate tasks instead of redesigning the work. They announce change without moving the budget or the authority. They cut the specialists who handled the hard cases. And they build for the people who were already doing fine.
The question now is how to reimagine a workforce of humans, AI and agents together. That is a design problem, and it belongs to the whole leadership team.
The CHRO Reimagined moves from argument to architecture. Ten playbooks. Blueprints for more than thirty roles. A blueprint for the CHRO role itself. Three teaching cases. And a candid account of what failed.
Written for boards selecting a CHRO, CEOs building an AI-ready organisation, CHROs reimagining their own role, and CIOs looking for a partner who speaks both languages. Each chapter ends with a playbook. Each playbook names its own failure patterns.
Then read what the job is measured on. Engagement. Retention. Turnover. Compliance. Not one business result. And in a template written for 2026, the words artificial intelligence (AI) do not appear at all.
Nine in ten CHROs name AI as their first concern. Only two in ten are in the room where AI strategy is decided. The decisions get made anyway. They determine whether technology amplifies human contribution or erodes it.
The CHRO Reimagined writes the description that is missing. Not a theory of what the role should become, but a specification: what the CHRO is now accountable for, what the job demands, and what it should be measured on. It comes from a practitioner who held the CHRO and CIO roles at once, and ran a business with a profit and loss attached.
AI has proved itself a force multiplier. Yet it is early days, and most of the investment is not yet showing up in results.
The reason is rarely the technology. It is architecture. Organisations measure what is easy to count. They automate tasks instead of redesigning the work. They announce change without moving the budget or the authority. They cut the specialists who handled the hard cases. And they build for the people who were already doing fine.
The question now is how to reimagine a workforce of humans, AI and agents together. That is a design problem, and it belongs to the whole leadership team.
The CHRO Reimagined moves from argument to architecture. Ten playbooks. Blueprints for more than thirty roles. A blueprint for the CHRO role itself. Three teaching cases. And a candid account of what failed.
Written for boards selecting a CHRO, CEOs building an AI-ready organisation, CHROs reimagining their own role, and CIOs looking for a partner who speaks both languages. Each chapter ends with a playbook. Each playbook names its own failure patterns.
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