One of the greatest abilities of leaders is to see around the corners —to see what's coming next— and to get prepared for it.

Now that it seems that changes occur faster than ever, this requires that we not only prepare but act.

These changes require us to use our ability to adapt with agility and an open mind to see the opportunity that could give us leverage and allow us to be more competitive.

We are in a moment when we need to embrace multiple paradoxes, and they require us to find the balance between business needs and employee expectations.

People are at the center of many strategies. And certainly, when we talk about organizations that have strong foundations of trust, respect, and people relations, you are moving your organization to a higher level.

Diane Gherson, one of the greatest thinkers about the future role of HR, says that we need to more intentionally and systemically redefine the relationship between workers and organizations. New work models, new business requirements, and new employee expectations are coming together at full speed, putting at risk our status quo arrangements in the organization—and even the role and scope of HR.

What would be your HR organizational strategies to achieve a competitive advantage?

Gartner identified, as HR's number one priority, the development of leaders and managers who are overwhelmed by the growth of their job responsibilities. In most cases, it's not that they are not equipped for change, but they will need to define new role expectations and simplify processes to make the workload sustainable. In simple words, define what are the things that they are not going to do: What are the trade-off. The lack of focus on this will result in a negative impact on the well-being of the employees, an increase in burnout, and turnover.

Mercer highlighted the importance of fostering a digital mindset within the organization. "In the face of rapid technological change, it's essential to not only adapt but to lead the way."

The decisions HR leaders make today can impact their organization’s business outcomes and brand for years to come. The most common concerns that we are all hearing are:

Organizational Culture.
Embracing AI.
Change Management.
Career Management and Internal Mobility.
Flexible work (where and when). Align to hybrid and remote work.
Mental health and well-being.
Upskilling and reskilling.
Diversity, Equity, and Inclusion. Work in psychological safety and increase the sense of belonging.

Most people's strategies required us to be more intentional in our proposals. There is a clear opportunity to embrace the changes and move ahead. However, the most brilliant strategy will get you nowhere if you don't have a culture that supports it.

The most immediate action that you could start is to understand your organizational challenges (internal and external). Increase your people connections and moments that matter. Listen to your team. Learn. Identify what's working well and what opportunities you need to address. And take action on initial solutions.