If HR runs the business but no one is accountable for changing how work actually gets done, who owns the system that decides whether your people can perform?
For thirty years the fix for HR has been to make the business partner more strategic, and PwC still finds only 60% of CEOs call their CHRO a highly effective partner. The reason it keeps stalling is not talent. It is design. HR, IT, and real estate each optimize their own slice, and the combined result, the actual experience of doing the work, has no owner.
That gap is where engagement erodes, friction compounds, and the same problem gets solved every two years with a new title. Jackson and Scott sit down with Phil Kirschner, who has worked at the intersection of people, place, and technology across McKinsey, WeWork, JLL, and Credit Suisse, to name the accountability gap and describe the function most organizations have not built yet: the Chief of Work.
You'll discover:
Play this episode to learn how to name the accountability gap in how your organization designs work before the performance numbers force the conversation for you.
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Each episode builds the HR leadership the top chair demands, and the business-first HR that takes human resources beyond the support function, without losing its functional excellence, and makes it a driver of the business.
It's what CEOs want from HR and how the CHRO and CEO actually work together — the unwritten CHRO mandate, the human capital strategy and people strategy that show up in revenue and margin, the talent strategy and executive talent that outlast a leadership change, and the succession planning that survives a new chief executive.
It's job architecture as AI and work design reshape the org, the emerging chief of work agenda, and the moves a private equity HR clock demands.
And no — this was never about an HR seat at the table. The chair is already yours; the altitude is the question.
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