For me, it’s the first model that truly takes HR beyond the Ulrich model:
– The platform management group is qualitatively different to most existing service centres – Centres of excellence become communities supported by an even deeper focus on projects
– Business partners morph into network brokers – this is the most significant change and the one which makes me think the whole model has now, for the first time, been completely transformed.
I’ve started outlining the model in a bit more depth in Linkedin, and you may like to check out those posts there as well:
I graduated from Imperial College, London in 1987 and joined Andersen Consulting (now Accenture) as a systems development consultant. After ten years in IT, change and then HR consulting, I joined Ernst & Young as an HR Director, working firstly in the UK, and then, based in Moscow, covering the former USSR.More recently, I have worked as Head of HR Consulting for Penna and Director of Human Capital Consulting for Buck Consultants (the HR consultancy owned by ACS).