You can also access this resource, and many others, in Issue 364 of my Talent Edge Weekly newsletter.
A few weeks ago, members of my private community for internal HR practitioners, Talent Edge Circle, came together to discuss AI’s impact on organization design. The discussion ranged from spans of control, organizational layers, and decision rights to reimagining early-career roles and how work may flow differently with AI. For example, one part of the discussion focused on span of control and led us to question whether it should shift from a standard benchmark to a more contextual design choice. That could mean considering factors such as work complexity, process standardization, team maturity, and how much routine coordination AI is absorbing. The result may be wider spans in some areas and tighter spans in others. Within the one-hour discussion, we not only highlighted key issues across these topics but also came away with frameworks and working principles that can help inform these decisions. That is one reason this new Deloitte article caught my attention. It expands on many of these organization design topics. For example, on decision rights, the article extends the traditional RACI framework by adding an “O” for override authority, clarifying who can challenge, modify, or stop an AI agent’s output. As AI takes on more tasks and decisions, organizations need to be clear about who remains accountable for the outcome and who can intervene when needed. If you are a Talent Edge Circle member, you can catch the full replay of our discussion, along with some of the resources we developed following it, in the resource library on our private platform
