“Why is HR the right group to lead technology? Because we have the right mindset.”
Context
The growing use of artificial intelligence in the workplace is forcing organisations to rethink who should take ownership of technology adoption. While IT teams have traditionally led on systems, there is increasing recognition that successful implementation depends on how people understand, trust and use these tools.
Peter Lynch, chief people officer at Cardinal Group, a US-based real estate investment and management firm, made the case for HR to take a leading role while speaking at a recent HR-focused UNLEASH America conference. He said that despite the pressure, AI presents an opportunity for the function to “capture the flag” by stepping forward in how technology is shaped and adopted.
Lynch, who has also taken on the role of chief technology officer at the company over the past year, suggested that other HR leaders should follow suit or act as a “chief technology advocate” within their organisations.
Meaning
The comment points to a change in how technology is viewed inside organisations. Rather than being treated purely as a technical rollout, it is increasingly seen as a people-driven process that requires clear communication, cultural alignment and employee buy-in.
By arguing that HR has the right mindset, Lynch is suggesting that the function’s strengths in understanding behaviour and organisational dynamics are more critical than technical expertise alone. This positions HR as a key driver of change rather than a support function.
Implications
If HR takes on a more central role in technology decisions, it could reshape how organisations approach AI adoption. Greater emphasis may be placed on training, transparency and employee experience, rather than focusing solely on efficiency or capability.
But it also raises expectations for HR teams, which may need to build confidence in areas such as data, strategy and digital literacy, experts say. As organisations continue to invest in AI, the ability to connect technology with people outcomes is likely to become a defining part of the HR role.
William Furney is a Managing Editor at Black and White Trading Ltd based in Kingston upon Hull, UK. He is a prolific author and contributor at Workplace Wellbeing Professional, with over 127 published posts covering HR, employee engagement, and workplace wellbeing topics. His writing focuses on contemporary employment issues including pension schemes, employee health, financial struggles affecting workers, and broader workplace trends.
- William Furney
- William Furney
- William Furney
- William Furney
