HR wasn't taking it

In 2006 I was an actuary in New York who had moved into strategy consulting. Two years later the financial crisis had companies making decisions about people they had no evidence for. Which roles to cut. What a reorganisation would cost eighteen months out. Whether the pay round was affordable.

HR was in the room for every one of those conversations and could not answer them. Not because the people were not good at their jobs, but because nobody had built the thing that would let them. Finance could put a number on its opinions. HR could not.

Twenty years later that is still the gap, and it is now the whole opportunity. A model that can tell you what a decision costs before you commit to it changes what HR is allowed to say in a room. That is what I mean by Business HR, and everything else I write here is a working out of it.