From human resources to human & agent resources?
The organizational revolution: is AI a task for HR or IT?
In recent years, the rapid rise of (agentic) AI has primarily been viewed through a technological lens: new models, more powerful tools, and innovative applications. Within many organizations, the value of these applications is currently still assessed based on the extent to which AI can take over individual tasks from humans. Following this logic, AI is often seen as the next incremental step in the further digitalization of work, causing the responsibility for implementation to fall almost naturally to the IT department. The central question there remains: “Can you build an AI agent to automate this process?”
While IT manages systems, data, and integrations, there is a critical nuance in the emergence of agentic AI. This development is less of a technological upgrade and more of a fundamental shift in the organization of work. As soon as AI agents actively participate in business processes, it is no longer just about automation. It is about redesigning workflows and the way decision-making is structured. This raises the question of whether IT is indeed the most appropriate party to lead this complete reshaping of the organization.
From "superagent" to a network of specialists
Research and practical experiments with multi-agent systems suggest that a single, general “superagent” is often less effective than a network of specialized agents working together. In such a system, one agent gathers information, a second performs an analysis, and a third executes a specific task, or involves a human when subjective judgment is required. This structure, where roles emerge and responsibilities shift, shows striking similarities to how modern organizations already function today.
This is where a new management challenge arises. When an organization soon has dozens of agents supporting processes instead of just one or two applications, the challenge becomes less technological and more organizational. Today, we know Human Resources (HR) for managing people, with established processes for recruitment, onboarding, and governance. But how do we manage an organization that will soon have 200 employees alongside 300 active AI agents?
The art of delegation
Who decides which tasks these agents are permitted to perform? What data is accessible to them? And when are they allowed to act autonomously versus when a human must intervene? Anyone who has managed a team knows that delegation requires craftsmanship. Misunderstandings often arise from vague instructions. Because an AI agent only functions optimally with explicit context and clear expectations, AI forces organizations to finally sharpen their processes and master the art of delegation.
Once AI is truly integrated, it touches the core of how an organization is designed. Perhaps HR will one day evolve into ‘Human & Agent Resources,’ or a entirely new role will emerge within the executive suite. One thing is certain: AI will not only make companies more data-driven; it will make them faster and more adaptive. To realize that potential, we must adapt not only our technology but also our structures and management models.
Strategic reflection
This shift requires a deliberate choice in leadership and governance. When your organization deploys dozens of AI agents, do you see this as a responsibility for IT, HR, or the birth of a completely new discipline?
I am interested in exploring how this applies to your context.
Contact us
Have a question about making data-driven decisions in your business?
Want to explore how your business can start benefiting from A.I.?
More about this topic
