HR Doesn’t Need a Seat at the Table—It Needs to Flip the Table: Has Ulrich’s Model Held You Back?

For years, HR leaders have been told their greatest achievement is to become a strategic partner—to align with business goals, support executives, and contribute to corporate strategy. The framework shaping this ambition? Dave Ulrich’s HR Model.

Ulrich’s model provided a roadmap for HR to earn respect through four critical roles:

• Strategic Partner – Align HR with business objectives.

• Change Agent – Facilitate organizational transformation.

• Administrative Expert – Improve operational efficiency.

• Employee Champion – Balance workforce and business needs.

While the Ulrich model was revolutionary at the time, today HR is still struggling to move beyond supporting to actually leading. Many HR leaders are frustrated—they’ve done the work, earned their seat at the table, but still find themselves in a subordinate role to the business.

The time has come for HR to flip the table—not just participate in leadership, but lead the business itself.

The Mistake HR Has Been Making: Asking for Permission to Lead

The fundamental flaw in the Ulrich model lies in its core assumption: HR’s role is to fit into existing business structures and support leadership. But in today’s fast-paced business environment, this approach is no longer enough.

HR should not wait for approval from executives—it should become the driving force behind transformation, shaping business strategies, culture, and organizational design.

Consider the case of IBM.

IBM was an organization steeped in tradition, with rigid hierarchies and an outdated business model. The company struggled to adapt to the digital age, and its corporate culture was slow to evolve. Enter HR, not as a support function, but as a disruptor.

In 2015, IBM’s HR leadership team led an internal transformation that redefined the company’s culture, shifted its focus to a cloud-first business model, and helped reposition IBM as a leader in the tech industry (Mackenzie, 2016). Instead of waiting for permission, IBM’s HR team became the architect of its transformation, driving both people and strategy.

This case illustrates how HR can drive organizational change from the inside out. But to do this, HR must move beyond just aligning with strategy. HR must define strategy.

The Insurgent HR Leadership Model™: HR as a Force for Transformation

The Insurgent HR Leadership Model™ demands a radical shift in mindset. HR is not here to support leadership. HR is leadership.

In this model, HR takes on three core responsibilities:

1. Challenge Legacy Thinking
   Legacy thinking keeps businesses stuck in outdated practices. The traditional command-and-control model no longer works in a world that requires agility and innovation. HR must destroy the legacy frameworks that limit the organization’s potential.

   A case in point is Zappos, the online retailer known for its customer service and innovative culture. Zappos, led by HR, redefined the organizational structure to support greater autonomy and decision-making at all levels (Hsieh, 2010). They eliminated traditional hierarchy, empowering employees to make decisions without waiting for approval from higher-ups. The result? A workplace culture that thrives on innovation and rapid problem-solving, pushing the company’s performance to new heights.

   According to a report by Gallup (2019), organizations with empowered employees have 12% higher productivity, 14% higher profitability, and 18% higher customer satisfaction than those that don't empower their workforce. HR, when empowered to challenge and reinvent, delivers tangible business outcomes.

2. Lead with People-First Decision Making
   The best companies don’t just attract talent—they create environments where talent can win. Take the example of Salesforce, where HR isn’t merely tasked with managing people—it is responsible for shaping the culture that drives success.

   Salesforce’s HR department took an active role in designing a workplace culture that values equality, diversity, and inclusion at every level of the organization. The company’s focus on employee well-being and people-first policies has contributed to its recognition as one of the best places to work year after year (Salesforce, 2020).

   Studies show that companies with strong people-first cultures are 14 times more likely to retain employees and experience 34% greater employee satisfaction (Gallup, 2020). HR is no longer a function that responds to employee needs—it is a department that anticipates, designs, and delivers the culture that makes top talent stay.

3. Make HR the Engine of Organizational Agility
   In today’s fast-changing world, agility is everything. HR can no longer sit back and wait for change—it must be the driving force behind it.

   Take Unilever, for example. The company’s HR leadership team led an agile transformation that helped it navigate volatile global markets. By fostering a culture of flexibility and resilience, Unilever’s HR department became a key enabler in transforming the company from a traditional consumer goods giant into a more agile, innovative leader in the digital and sustainability sectors (Pereira, 2018).

   Unilever’s transformation highlights a crucial truth: HR can’t just align with change. It must lead the change, ensuring the organization stays competitive and resilient in an uncertain world.

   Research from McKinsey (2020) shows that organizations with high organizational agility are 70% more likely to outperform their competitors in revenue growth and profitability.

A Deeper Look: Nestlé’s HR Transformation Across Branches

At Nestlé, HR is no longer a passive participant—it is an integral force for change across the organization’s global operations.

In recent years, Nestlé has undergone a significant transformation in its HR practices. HR leaders within regional branches have taken ownership of driving cultural change, innovation, and operational excellence at a local level, influencing the company’s overall strategy. The company’s HR team in Latin America spearheaded an initiative to develop local leadership and talent pools to better serve the region’s rapidly evolving market. By empowering HR leaders in individual branches, Nestlé fostered entrepreneurial decision-making, driving performance and engagement at the grassroots level.

Nestlé's HR initiatives resulted in the launch of a localized talent development program in Brazil, which has since been replicated across several other Latin American countries. The program focuses on developing both emotional intelligence and leadership skills in emerging leaders, enhancing collaboration and innovation within teams. This initiative contributed to a 30% increase in employee engagement and a 22% increase in productivity within the first year of implementation (Nestlé, 2021).

Nestlé’s case demonstrates that HR, when given the authority to act locally and drive initiatives that resonate with specific markets, can lead to tangible improvements in performance. It’s a powerful example of how HR can influence growth and culture from the branch level, supporting global strategy while maintaining a tailored approach to the unique needs of each region.

HR’s Defining Moment: A Call to Action

It’s time for HR to step into its full power. HR no longer needs permission to lead. It must lead.

HR must demand its place at the forefront of strategic decision-making.
HR must architect the future of work, not just react to it.
HR must flip the table, break the mold, and define the future of organizations.

The world is changing rapidly—and HR is the key to navigating that change.

References

Gallup. (2019). State of the American workplace report. Gallup.

Gallup. (2020). The impact of employee engagement on business outcomes. Gallup.

Hsieh, T. (2010). Delivering happiness: A path to profits, passion, and purpose. Business Plus.

Mackenzie, J. (2016). IBM's culture transformation: A case study. Harvard Business Review.

Nestlé. (2021). Annual global HR report. Nestlé.

Pereira, M. (2018). How Unilever’s HR leaders built a flexible, agile workforce. McKinsey & Company.

Salesforce. (2020). Annual diversity and inclusion report. Salesforce.