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HR organizations have aspired to extend their strategic influence for years, yet many still find themselves trapped in operational complexity, outdated systems and constrained influence. In a recent episode of the Talent Transformation Podcast, Mark Stelzner, founder and managing principal of IA, an HR transformation consultancy, sat down with Dimitri Boylan to discuss the challenges HR leaders face in driving digital transformation, securing executive buy-in and overcoming organizational inertia.
Their conversation wasn’t just about technology; they discussed leadership, influence and HR’s evolving role in shaping an organization’s future. Stelzner provided hard-won insights from years of advising C-suites on transformation processes, emphasizing the importance of strategic clarity, internal partnerships and storytelling in making the case for HR’s expanded role, while Boylan underscored that empowering HR with greater autonomy is key to rediscovering its inherent strength.
Let’s dive in to discover their insights
HR’s Transformation Starts with a Hypothesis—But That’s Not Enough
A central theme in the conversation was the difficulty organizations have in defining a clear, achievable end state for digital transformation. Stelzner explained that many companies embark on transformation journeys with a hypothesis shaped by management consultants or industry peers rather than a deep, introspective understanding of their unique needs.
Rather than anchoring transformation to a rigid vision, Stelzner advised leaders to move beyond generic assumptions and engage in scenario planning. This perspective highlights the inherent fluidity of organizations:
We think we have a destination in mind, but it presumes that who we are today is who we’re actually going to be in that projected future,” he said. “And if we know anything, it’s that organizations are dynamic. So part of the trick is projecting ourselves into scenarios representing our future state.”
Mark Stelzner,
Founder and Managing Principal at IA.
With this approach, organizations can adapt constantly rather than commit to an inflexible end state that may no longer be relevant when they arrive.
How to Overcome the Struggle to Execute
Even when HR leaders have a strong vision for transformation, they often lack the organizational support needed. One significant barrier is the misalignment between strategic aspirations and the operational reality that many large organizations face.
To this end, HR leaders need to be strategic in prioritization. Stelzner shared a case study from a global brand that had 867 HR projects in progress when his team was brought in. “No one can get anything done with 867 initiatives,” he said. “So we had to go through a relentless prioritization exercise. We determined what capabilities we needed just to play—and where we needed to win.”
Apart from differentiating between initiatives that serve as fundamental operational requirements and those that provide a competitive advantage, Stelzner pointed out that every project must be linked directly to measurable business outcomes to secure support from the board and other stakeholders.
This connection between HR initiatives and the organization’s strategic objectives is essential for justifying investment and driving meaningful change. Boylan also observed that HR leaders frequently find themselves constrained by competing priorities within IT, finance and other functions. Several factors, such as complex organizational dynamics, contribute to this gap, resulting in HR initiatives becoming sidelined:
If you go into a general IT organization with your idea about how to develop a better culture and use technology to do it, you’re competing against a revenue-generating initiative. And if you’re in that battle, you have a good chance of losing.”
Dimitri Boylan,
CEO of Avature
Storytelling as HR’s Superpower
In addition to participating in executive planning, Stelzner pointed out that fundamental transformation happens when HR leaders are equipped with the right messaging to make their case effectively. Increasingly, we’re seeing that HR leaders already have strategic influence. But for those who are struggling to do so, storytelling can be a powerful way of influencing the C-suite with a narrative that resonates with all stakeholders. “Everything is storytelling,” he stated. “It’s backed up by facts and data, but also by energy and purpose. And if unlocked and unleashed, the storytelling capability of HR is unparalleled.”
Unlike other functions, HR’s impact is inherently human. “We have nothing but stories,” he said. “We’ve all been recruited. We’ve all been onboarded. We’ve all tried to leverage our benefits programs. We all want to get paid, grow and develop. We’ve all been there.”
Accordingly, HR would be wise to frame its impact in terms that resonate with other business leaders:
I don’t expect HR to be the best technical function. That’s what a technology organization is for. But I expect you to have a point of view about a capability that you’d like to unlock relative to the future.”
Mark Stelzner,
Founder and Managing Principal at IA.
Turning High-Level Visions into Actionable Plans
In today’s tight economy, decision-making power has shifted upward, with executive-level approvals now required for initiatives that were once within the purview of department leaders. This centralization slows down execution and damages agility.
To address this, Stelzner argued that real value lies in thinking about concrete use cases and how technology can drive meaningful improvements, such as productivity gains, talent pipeline improvements and financial impact.
In this sense, HR’s challenge is to consolidate its seat at the table and translate its high-level strategic visions into actionable plans. This, of course, requires a deep understanding of the long-term business goals, the state of current projects, the skills and capabilities of the workforce and existing operational constraints.
The HR and IT Partnership: From Transactional to Transformational
It’s no secret that HR’s relationship with IT is a critical factor in digital transformation, mainly because, too often, HR is left to navigate a sea of off-the-shelf technology it didn’t choose, leading to inefficiencies and missed opportunities.
In this sense, once empowered to make decisions, HR must move beyond simply “choosing systems” and start thinking about technology in terms of strategic enablement. Boylan stressed that organizations with the most success have forged a unique partnership between HR and IT, relabeling and redefining it:
It’s not about buying different technology to do various tasks—it’s about designing a product that allows HR to deliver an experience. And to meet a business objective through the delivery of that experience.”
Dimitri Boylan,
CEO of Avature
HR’s Next Move: From Technology User to Digital Architect
HR is at a turning point. Your challenge isn’t just adopting new technology—it’s owning the design and execution of digital experiences that support workforce strategy.
According to Boylan, many leaders now have technical and entrepreneurial backgrounds to promote the shift and bring a fresh perspective to transformation. When HR’s impact starts to be recognized by the C-suite, enhanced business performance and cross-functional leadership moves will follow.
Closing the episode, Boylan highlighted the importance of granting more freedom to HR so they can reclaim their true strength and transform into a strategic catalyst for the organization’s future. In his words:
HR needs to be able to execute a little more freely and take control over the transformation. The C-suite needs to have a certain amount of trust in the HR organization to let them get the momentum.”
Dimitri Boylan,
CEO of Avature
