Purpose This paper aims to investigate the strategic need for organizations to unlearn intentionally, especially for legacy organizations confronted with the disruption of artificial intelligence (AI). The authors provide a practical advice for HR professionals on how such competency traps can be dismantled. Design/methodology/approach The briefing adapts well-established theories from management science − competency traps and organisational interpretation system and discusses potential implications for the age of AI and strategic HR leadership. Findings Acquiring AI capabilities is insufficient. To realize productivity gains, HR must proactively help dismantle legacy workflows and realign middle-management incentives to overcome passive resistance and avoid strategic paralysis. Originality/value Aiming to improve the way HR leaders’ partner with chief executives to lead organizations, this paper suggests management needs to focus on a different kind of learning curve. Instead of just acquiring new skills for new technology, HR must guide the organization to unlearn traditional ways of working that have ceased to be relevant.
Madan et al. (Tue,) studied this question.