We invented
Talent+AI™
as the new unit
of managing work.
The job-based organization was engineered for the industrial era. We built the operating model — and named the category — that replaces it.
The job was built for the 20th century.
Talent+AI™ is built for now.
AI doesn't fit inside a job description. It fits alongside talent — as a partner in delivering measurable value to identifiable customers. We redesigned the fundamental unit of economic participation. We call it Talent+AI™. The human brings judgment, relationships, accountability, and purpose. The AI brings speed, pattern recognition, memory, and tireless execution. Together they form something more capable than either alone.
2011
Year HCL began developing the service model
18-24
Months to achieve the Highly Adaptable Organization
7
Proprietary IP assets — all originated by HCL
0
Restructuring required before starting
Three interlocking ideas. One new category.
Built since 2011, proven with clients. HumanCentric Labs
is the originator of Talent+AI™, SMMS™, and the HAO.
Our Innovative Approach.
01
Talent+AI™ — the new unit of work
Talent and AI paired around a service — not a job. Together they form a unit that can be measured, optimized, and predicted within your existing financial model. The job is gone. Value delivery is the measure. Human Equivalence™ expresses AI work in the same unit as human work — %FTE — so both can be managed in a single model.
02
SMMS™ — the operating system
The Service Model Management System replaces job data with service data. Every individual maps their work as services delivered to identifiable customers — each rated on importance and quality. The gap between importance and quality is the value signal that drives all improvement. Accountability flows to the customer, not up the hierarchy.
03
HAO — the Highly Adaptable Organization
No overhead functions — only value creators. Finance, HR, Legal, IT: each becomes a margin-creating service provider measured by the same standard as every revenue-generating function. Resource allocation becomes a live signal of value flow. Achievable in 18–24 months. The signal of value premises and P/L margin is the K factor
Talent+AI™
SMMS™
ROTM
Human Equivalence™
K Factor
Seeking Early Adapters
We attract. We do not sell.
We work with leaders ready to move beyond the performance gap — between achieved and achievability across the full organization.
5% Adoption SMMS
18–24-month Process
Highly Adaptable Organization (HAO)
1
Months 1-3Capture — map services and customers
Executive teams committed to achieving HAO and willing to serve as proof-of-concept partners. You move first. You gain the unfair competitive advantage.
2
Months 2-6Signal — capture customer value
Customers rate each service on importance and quality. The gap is the value signal. Improvement opportunities are ranked by potential service value impact — highest priority become projects.
3
Months 4-18Improve — implement and measure
Teams form around customer need, not org chart. AI augmentation is integrated where it accelerates delivery or creates capacity for higher-value work. ROTM connects outcomes to P&L.
4
Months 12-24Scale — convert overhead to margin
The service model expands to additional functions. Overhead converts to margin-creating value providers. There is no overhead in the HAO — only value delivered or value yet to be unlocked.
THE ROTM METRIC
"ROTE is to the Talent+AI™ era what ROCE is to the capital allocation era. It is not an improvement on existing metrics. It is the new metric for optimizing Talent+AI performance. It measure margin from services and rolls up to P/L margin. Replaces return on labor."
"Structure follows creation. It does not lead. When customer needs shift, service portfolios shift. When AI creates new capability, Talent+AI™ units absorb it — without waiting for a restructuring cycle."
We can demonstrate.
Not just describe.
CLIENT RESULTS — NOT PROJECTIONS
20%
Increase in total service value for a Finance Contracts Manager whose by: 1. freeing up 10% of 2 services with Copilot; 2 adding 10% higher value service; and 3. Full investment recovered within 5 months.
Active use cases across:
Finance operations
Customer success
Commercial Search
Consumer Products
Engineering
HR & talent
Contract Services
THE COMPETITIVE CASE
of companies generating AI value at scale — McKinsey. The 95% are stalled. MIT, Gartner research agrees the core issue is the current job, headcount, operating model. Talent+AI new work unit model converts services to measurable value
5%
"The AI transition is not primarily a technology adoption challenge. It is an operating model challenge. The organizations that figure out Talent+AI™ integration at the model level will capture the competitive advantage."
The window for early-adopter advantage is open now. It will not remain open indefinitely. The organizations that delay will find themselves competing against organizations that are structurally faster, more adaptive, and produce more value.
WHO WE ARE SEEKING
18 to 24 months. No restructuring required.
We work with leaders ready to move beyond the performance gap — not to buy a service, but to build a new organizational model together.
A
Early Adopter clients
Each individual maps their work as services to identifiable customers, achievable in a few hours. Immediate clarity on what work is actually happening, for whom, and how capacity is currently allocated. Once proven, scale.
R
Research Partners
Leading institutions who want to study and validate the HAO model at scale. The data exists. The methodology is rigorous. The findings will matter.
P
Channel Partners
Organizations committed to scaling Talent+AI™ integration for their enterprise clients — and who see the category opportunity as a market advantage.
T
Thought Partners
Voices who can amplify and support HAO as the next-generation organizational model — who believe human value must remain the organizing principle.
Full-scale Talent+AI™ implementation
Capture the early adopter advantage.
We are seeking executive teams that understand a new approach to managing work is essential and strategic to the organization’s future.
Michael GroveFounder CEO
Hunter HastingsResearch & Communications