Post Chronology

April 2024

InFullBloom Archives


Speaking Engagements

Predict and Prepare sponsored by Workday 12/16

The Bill Kutik Radio Show® #171, 2/15
The Bill Kutik Radio Show® #160, 8/14
The Bill Kutik Radio Show® #145, 1/14
Workday Predict and Prepare Webinar, 12/10/2013
The Bill Kutik Radio Show® #134, 8/13
CXOTalk: Naomi Bloom, Nenshad Bardoliwalla, and Michael Krigsman, 3/15/2013
Drive Thru HR, 12/17/12
The Bill Kutik Radio Show® #110, 8/12
Webinar Sponsored by Workday: "Follow the Yellow Brick Road to Business Value," 5/3/12 Audio/Whitepaper
Webinar Sponsored by Workday: "Predict and Prepare," 12/7/11
HR Happy Hour - Episode 118 - 'Work and the Future of Work', 9/23/11
The Bill Kutik Radio Show® #87, 9/11
Keynote, Connections Ultimate Partner Forum, 3/9-12/11
"Convergence in Bloom" Webcast and accompanying white paper, sponsored by ADP, 9/21/10
The Bill Kutik Radio Show® #63, 9/10
Keynote for Workforce Management's first ever virtual HR technology conference, 6/8/10
Knowledge Infusion Webinar, 6/3/10
Webinar Sponsored by Workday: "Predict and Prepare," 12/8/09
Webinar Sponsored by Workday: "Preparing to Lead the Recovery," 11/19/09 Audio/Powerpoint
"Enterprise unplugged: Riffing on failure and performance," a Michael Krigsman podcast 11/9/09
The Bill Kutik Radio Show® #39, 10/09
Workday SOR Webinar, 8/25/09
The Bill Kutik Radio Show® #15, 10/08

Keynote, HR Tech Europe, Amsterdam, 10/25-26/12
Master Panel, HR Technology, Chicago, 10/9/012
Keynote, Workforce Magazine HR Tech Week, 6/6/12
Webcast Sponsored by Workday: "Building a Solid Business Case for HR Technology Change," 5/31/12
Keynote, Saba Global Summit, Miami, 3/19-22/12
Workday Rising, Las Vegas, 10/24-27/11
HR Technology, Las Vegas 10/3-5/11
HR Florida, Orlando 8/29-31/11
Boussias Communications HR Effectiveness Forum, Athens, Greece 6/16-17/11
HR Demo Show, Las Vegas 5/24-26/11
Workday Rising, 10/11/10
HRO Summit, 10/22/09
HR Technology, Keynote and Panel, 10/2/09

Adventures of Bloom & Wallace

a work in progress

More Of Naomi’s “Killer” Scenarios: Discontinuous Organizational Changes

Mohorovicic Discontinuity -- diagram by USGS, red line added by

Mohorovicic Discontinuity -- diagram by USGS, red line added by

This is the last, at least for a while, post in a series I’ve been doing that suggest some “killer” scenarios for HR leaders and their teams to use when considering how to design their HRM processes and their HRM delivery system.  These are also excellent topics for the scripted scenario demos that I believe are the best way to evaluate HRM software and HRM BPO service offerings.  Having now covered some critical object model and architecture-revealing aspects of work and workers, the worker lifecycle, and ongoing organizational complexities, this final post in the series tackles what I call discontinuous organizational changes.  

Discontinuous organizational change scenarios are intended to demonstrate how the HRM delivery system, especially its software platform, copes with business-not-as-usual.  Even though acquisitions, divestitures, and facility relocations are not that uncommon, each such event is truly a one-of-a-kind organizational change whose characteristics cannot be anticipated fully.  With respect to HRM, each of these major changes not only creates the need for organizational design changes, but it ripples throughout the HRM domain model leaving a trail of policy/practice/plan issues and potential changes as well as considerable HRM delivery system impacts.  All too often these types of discontinuous changes are an afterthought when considering HRM software or BPO, only to become the oopsy that nearly brings down the house.

This scenario group includes:

  1. Relocating facilities and equipment, within and across borders which bring changes in regulatory juridictions and, therefore, regulatory requirements;
  2. Downsizing, which requires workforce reductions, where deciding who to let go involves not only succession planning/execution on steroids but also organizational KSAOC planning and deployment analyses;
  3. Acquisition of a facility, including initial out-servicing;
  4. Major regulatory change, e.g. an overhaul of health care or environmental or corporate income taxes;
  5. New business startup by existing division, including short and long-term facilities planning, with or without opening up a major new geography;
  6. Startup of a new division with first ever global facilities (i.e. not just sales revenues but actual activities based in several countries) or with first ever facilities in a new country;
  7. Divestiture, including ongoing HRMDS servicing;
  8. Outsourcing of major business processes and related staff;
  9. Labor relations events, e.g. new union start-up, work stoppage, and/or facility closedown;
  10. Establishment of a partnership or joint venture, with or without ongoing HRMDS servicing;
  11. Major realignment, within and across divisions; and
  12. Acquisition, with or without full integration.

Given the move to SaaS and outsourced HRMDS components, be sure to consider these scenarios not only in the evaluation of software platforms but also in your service level agreements, pricing arrangements, and/or any software licenses.

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