The CEO playbook comprises of three major chapters: product, profit, and people. While CEOs devote considerable time to sales, marketing, finance, development, and operations, the ‘people’ chapter is often delegated to Human Resources. At first glance, this seems logical; after all, the term “Human” is in the title of the department. However, HR often functions primarily as an administrative unit, more concerned with policies, paperwork and compliance rather than fostering a culture of excellence or innovation.
If you ask managers about the root cause of their challenges, they rarely cite disruptive competitors, technological shifts or supply chain issues. Instead, they point to team performance, recurring team conflicts, the unexpected resignations of key personnel, and a rising sense of disengagement that no team-building event can fix. In essence, problems related to people persist, and HR is unfairly positioned and ill-equipped to address them.
In an attempt to navigate these complexities, HR turns to technology, adopting HR platforms designed for recruiting, performance management, and employee engagement. While these tools do offer automation, data, and increases operational efficiency, they frequently fail to deliver actionable insights into human behavior or effective strategies for cultural improvement. Thus, leaving the fundamental issue unresolved.
The dilemma is further complicated by the dynamics of remote work and generational shifts. Millennials and Gen Z, who are soon to dominate the workforce, have unique needs and expectations, such as a desire for purpose, flexibility, and personal growth. These demands often conflict with traditional corporate structures, and HR does not have the authority to make strategic decisions around these issues.
So what about managers, then? The term ‘Manager’ in their title inherently implies a role in managing people. However, managers come in various styles, each following their preferred methodologies to meet their KPIs and project deadlines. Consequently, their primary focus is aligned with these metrics and deliverables, rather than with nurturing their team. Managers are goal-achievers, not people-builders.
This gap leaves a crucial question unanswered: Who is responsible for the organization’s most valuable asset – its people? Who ensures that these individuals are not merely functional but also emotionally invested in their work? Who creates an environment that cultivates a culture of excellence and innovation?
Neither HR departments nor managers are adequately equipped to shoulder this responsibility. Yet, there is consensus that people are central to organizational success. It’s time to reposition people not merely as an HR initiative but as a core business strategy. Without an engaged, motivated, and aligned workforce, even the most robust business models and strategies are doomed to fail. This glaring, often overlooked, issue serves as the unspoken motivation behind the PeopleOps Manifesto. It’s not an option; it’s an organizational imperative that CEO’s must recognize and act upon.