Humanity has always adapted to survive and thrive. The workplace is no exception. Yet, many organisations cling to outdated internal structures, risking irrelevance in a rapidly evolving world. As someone with 17 years in the corporate arena, I’ve seen technology, client expectations, and products transform dramatically. But one thing lags behind: how companies organise their internal functions. Let’s focus on two critical yet often overlooked functions—human resources (HR) and finance—and why their reinvention is non-negotiable. From personnel to culture champions HR, born in the early 20th century as “personnel,” was designed to hire, discipline, fire, and pay. A century later, many HR departments still operate this way. But employees have changed. Their expectations, skills, work arrangements, and definitions of compensation have evolved. So why hasn’t HR? Modern HR must be the fierce guardian of an organisation’s culture. It should operationalise that culture in every action—hiring for fit, parting ways with misalignments, and rooting compensation, promotion, and training in shared values. Culture isn’t a buzzword; it’s the foundation of innovation and engagement. When HR embraces this role, it stops treating employees as a uniform mass and starts unlocking their unique potential. The result? A workforce that delivers far beyond the bare minimum. If your organisation lacks a deliberate, progressive culture worth defending, it’s already adrift. From ledgers to strategic vision Finance, rooted in ancient trade and record-keeping, remains vital for stewardship. But if your finance team is stuck poring over ledgers or debating accounting standards—tasks automation has largely solved—they’re missing the bigger picture. The problem? A 20th-century mindset in a 21st-century world. Modern finance should be forward-looking, acting as an in-house consultancy. It must leverage data to anticipate trends, guide strategy, and mitigate risks. Finance professionals need to be analytical and strategic, translating numbers into compelling narratives for decision-making. Empowered with the right tools and mindset, finance becomes a transformative force, driving growth and excellence. If your organization ignores data-driven decisions, it’s already lost. The barrier to transformation The irony is that the very ambition driving organisations—disrupting industries, scaling impact—forces a reckoning with internal structures. Big dreams demand a foundation capable of delivering them. Too many companies overlook this, clinging to outdated models that stifle progress. So, here’s the question: What’s your ambition? And is your organisation built to achieve it? To HR and finance professionals: Lean in. Master these transformations, and you’re not just supporting the business—you’re positioning yourself as its future leader. Look at Mary Barra (GM), Leena Nair (Chanel), Paul Russo (KCB), or Ruth Porat (Google). They’re proof that the path to the C-suite runs through reimagined HR and finance. The writer is a researcher in organisational behavior, strategy, and culture.
