Why the Enforcer Role is Holding HR Back: The Insurgent Case for Rethinking HR

In 2008, a quiet revolution began in the world of consumer finance. A small, ambitious company called Zappos turned the shoe industry on its head by focusing not on shoes, but on customer service. Where others saw shoes as a commodity, Zappos saw an opportunity to disrupt an entire market by empowering its employees to take ownership of the customer experience.

But Zappos’ true innovation wasn’t just about selling shoes; it was in the way the company’s leadership completely reimagined the role of HR. Instead of focusing on compliance and control, HR became the engine for customer-centric thinking—empowering employees to create authentic experiences that would redefine a company’s relationship with its customers.

Zappos didn’t just succeed because they thought differently about shoes—they thrived because they realized that creating a disruptive business culture starts with disrupting the role of HR itself.

This story mirrors the urgent need in today’s organizations to radically rethink the role of Human Resources. In the face of constant change and fierce competition, HR’s traditional role as the enforcer of rules and policies no longer works. In fact, it’s actively hindering growth and innovation. It’s time for a disruption within HR—an insurgent shift that will radically transform not just HR, but the entire organization.

The Tyranny of Compliance

For decades, HR was seen as the department of “do’s” and “don’ts”—ensuring policies were followed, making sure paperwork was filed, and keeping everyone on track according to strict guidelines. This system was designed for a different time, one when stability and control were the keys to success. But today, businesses operate in a world defined by agility, unpredictability, and speed. The pace of change is relentless, and the once-stable environment in which HR operated no longer exists.

HR’s role as the enforcer now presents a significant barrier. Think about a company’s HR department that insists on controlling every decision. Every new idea requires approval. Every action must follow a strict set of processes. The result? Innovation is choked, decision-making is delayed, and the organization falls behind.

In a recent study on corporate agility, companies with decentralized decision-making and empowered employees were found to outperform their competitors by over 30%. The correlation was clear: organizations that embraced autonomy, risk-taking, and trust were the ones leading the pack. In contrast, those that held fast to rigid policies and compliance mechanisms were losing ground.

If HR continues to stand in the way of autonomy and agility, it becomes a massive liability rather than an asset. It’s not just about being outdated; it’s actively damaging the business.

The Insurgent Shift: Disrupting the Enforcer Model

So how do we fix this? The answer is simple: HR must evolve from being an enforcer to being a facilitator of change. But this isn’t a minor shift—it requires a fundamental insurgent revolution.

The idea is not just to tweak old systems but to abandon the outdated structures that prevent progress. Think of what companies like Netflix and Google did to disrupt their respective industries. They broke away from traditional management practices and created cultures that valued autonomy, trust, and the freedom to innovate. The same needs to happen with HR.

Here’s how this insurgent shift can work in practice:

1. Dismantle the Bureaucratic Chains: Like the tech companies that have thrived by cutting through layers of approvals, HR must strip away bureaucratic barriers that slow down decision-making. Policies should be streamlined to support innovation, not control it. To foster true agility, employees must be empowered to make decisions without the constant need for HR’s approval. Just as Airbnb disrupted the hotel industry by giving power to its hosts, HR must empower the workforce to lead and act swiftly.

2. Encourage Empowerment, Not Compliance: HR’s traditional role has been to enforce rules and ensure compliance. But in the modern business environment, compliance without flexibility is a recipe for failure. Just as Zappos didn’t micromanage customer service employees but trusted them to create unforgettable experiences, HR should trust employees to act in the organization’s best interests. HR’s role must evolve into one of empowerment—removing the fear of failure and instead fostering an environment that encourages risk-taking and creative problem-solving.

3. Develop Leaders Who Are Change Agents: The best leaders aren’t those who enforce policies; they are the ones who inspire others to think beyond the rules. Leadership development, then, should focus on teaching leaders to dismantle the old structures and foster a culture of innovation. Take the example of Jeff Bezos at Amazon—his leadership philosophy was built on breaking barriers and encouraging employees to challenge the status quo. HR’s job is to create this environment by identifying, nurturing, and supporting leaders who challenge norms and empower their teams.

4. Create a Culture of Radical Agility: HR should be the primary driver of a culture that values speed, adaptability, and creativity. The key is to build an environment where decisions can be made quickly, new ideas are welcomed, and employees feel supported in trying new things. HR, at its best, should cultivate a sense of ownership across the organization, where every team member feels responsible for driving change. As organizations like Spotify and Uber have shown, agility and innovation are the true competitive advantages of the modern business world.

The Insurgent Challenge: Leading the Way

The business world is undergoing a transformation, and the companies that survive and thrive will be those that adapt to the new demands of innovation and agility. But in order to succeed, organizations must break free from outdated structures—and HR must be the first to lead the charge.

This shift won’t be easy. It will require pushing back against traditional thinking and embracing new ways of working. But the companies that succeed will be those that take a bold step forward, dismantling the bureaucratic structures that stifle innovation and replacing them with systems that empower their employees.

The insurgent shift is more than just a change in process—it’s a shift in mindset. HR can no longer be a guardian of rules and policies. It must become a strategic partner that enables organizational success by empowering people to take ownership, innovate, and lead.

The question is: Will you lead this change, or will you remain a prisoner to the old ways? The choice is yours.