This post was originally published on this site
Unilever International (UI) has a target that sounds almost audacious: Grow its business to $5.85 billion by 2030. As the global whitespace growth engine of the global consumer goods giant, UI is already a formidable force, having scaled tenfold to reach over 500 million consumers in nearly 200 countries.
But to achieve its next level of ambition, the organization is not just looking at algorithms and automation. It is looking at its people through the lens of a radical, human-centric philosophy championed by Larissa Murmann, its digital chief human resource officer.
In the corporate world’s frantic race to leverage AI, the prevailing narrative often equates technology with efficiency, and efficiency with a reduced headcount. Murmann is actively steering UI in the opposite direction. For her, AI is not a tool to shrink the workforce; it is the key to safeguarding it, enabling a future where human potential is not replaced, but amplified.
“To any rational business leader, that might sound unmanageable,” Murmann tells HRM Asia of the $5.85 billion goal. “But that’s precisely where AI comes in—not as a threat, but as a strategic tool to enable our growth agenda. We reframe AI not to do the same work with fewer
