Moderna merges HR and tech leadership to drive digital innovation

In a transformative move to redefine its corporate structure, Moderna has united its human resources and information technology departments under the oversight of Tracey Franklin, the company's chief people and digital technology officer. This landmark decision, observed in the pharmaceutical sector, reflects a growing trend towards integrating human capital strategy with digital innovation, signaling a significant shift in how organizations define work and design roles. The aim is to create an agile, AI-first environment where decisions are data-driven, and the boundaries between human and machine functions are strategically blurred. Tracey Franklin, previously Moderna’s Chief Human Resources Officer, now manages a dual mandate that emphasizes the importance of digital skills across all organizational functions. The reorganization represents an acknowledgment that effective leadership in HR requires a robust understanding of technology. Instead of merely focusing on employee numbers and retention, Franklin's approach pivots to a work planning model—one that prioritizes understanding what tasks need to be performed and how they can be optimally executed, whether they are assigned to humans, AI, or automated systems. This approach aims to harness the capabilities of artificial intelligence in various operational functions. In practical terms, Moderna has collaborated with OpenAI to deploy more than 3,000 AI-driven agents within their internal processes. These agents assist in numerous areas including HR operations, research and development, and routine business services. One of the primary uses of these AIs is to respond to employee inquiries through chatbots, thereby streamlining HR processes like onboarding and performance reviews. Furthermore, AI tools are incorporated within scientific functions to aid in analyzing clinical data, thereby expediting research efforts whilst also ensuring accurate data usage. Despite the innovative potential of this merger, significant risks accompany the integration of HR and IT. Cultural dissonance poses a challenge as these two departments operate on different priorities—one focused on people and the other on systems. Ensuring cohesive collaboration between these mindsets is crucial for the successful implementation of this strategy. Additionally, there is a real concern regarding over-automation, particularly in sensitive areas such as HR, where personal touch is often essential to maintain employee trust and engagement. Franklin emphasizes that the design and implementation of this work flow undergo a careful consideration process, suggesting a commitment to ensuring a balanced approach in integrating technology with human-centric roles. Moderna’s initiative offers a forward-thinking perspective on organizational structure and strategy, which may signal the future direction of corporate operations across various industries.