How the new WMI would affect the organization and deployment of the HR profession within IBM

How the new WMI would affect the organization and deployment of the HR profession within IBM. As those outside of the HR profession increasingly embraced their role in defining and maintaining the system, and talent planning, development and deployment became a natural part of their work, what was the role of HR? The system could operate with a handful of talented HR managers. That much had been proven. The more difficult question had to do with the roles of HR outside the immediate WMI. For example, what was the role of the HR leader who partnered with the individual businesses, now that business leaders could define and project strategic talent needs using WMI? Did they even need an HR leader to assist with the talent implications of strategy? What should be the role of the global learning and development organization in delivering development “assets” that were responsive to increasingly independent decisions by employees to choose and pursue their development paths? How should the leadership and career development system change now that the WMI provided real-time information on the talent implications of changing business demands? Should the leadership system move away from traditional activities such as succession planning?