At a time when businesses around the world are wrestling with an unending list of challenges, leaders and boards might benefit from taking a long hard look at the structure of the C-suite and how it operates.

Leadership brings with it great responsibilities, rewards—and, inevitably, many risks. Successful leaders are thought to be bold risk-takers. Yet, between the urgency to enable digital transformation, the ongoing economic challenges, the infamous ‘great resignation’, and the aggressive and unprecedented boom in the global startup ecosystem, one is forced to examine the value of taking risks.

The last wave of HR transformation identified the three-pillar model (HR BP – CoE – Operations) as the panacea to drive efficiency and manage costs. But as HR worked relentlessly towards helping business and people adapt to an ever evolving working environment and ways, they have had to step out of the siloed three pillar model to address problems with speed and efficacy.