In the newest episode of the CHRO Association’s Chair’s Forum, Caterpillar CHRO Christy Pambianchi discussed how to keep successful organizations moving forward with CHRO Association Chair Tim Richmond and CEO Tim Bartl.
Why it matters: A crisis makes change easier to sell. CHROs at high-performing companies must create momentum without one.
Creating momentum for continued success: Caterpillar is heading into its second century from a position of strength, and Pambianchi says that makes change harder to sell, not easier. “Our success will be our greatest challenge,” she said, referring to a point her CEO emphasized. Pambianchi, who previously led HR at Corning, Intel, and Verizon, said employees often tune out the word “transformation” or read it as a sign of bad news for themselves or the organization.
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Caterpillar, now in its 101st year, is framing its strategy as building on what works while adding new capabilities in commercial skills and autonomy.
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Leaders met the top 2,500 employees in 12 regional sessions over 10 months to discuss its culture and new strategy.
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At Intel, the harder work was reaching engineers who had spent decades on proprietary tools the company was abandoning. Those skeptics, she said, “could be your most vital technician.”
Leading from the top on AI: Pambianchi oversees Caterpillar’s AI accelerator office on behalf of the executive office. Each department names a mission team, and a small technical group helps it find high-value uses.
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She compared the effort to Six Sigma, with belt-style credentials and training that extends to production and office workers.
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Next year’s focus shifts to use cases that justify rising token costs. “It’s not free—nothing’s free,” she said.
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An AskHR agent built on roughly 150 U.S. policies has 500 to 600 regular users. Early questions about merchandise and discounts showed that employees’ idea of HR is broader than HR’s and has given essential insight into what employees need.
Leadership considerations for new CHROs:
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Tell your HR team what the CEO has asked of the function, so new direction isn’t read as the CHRO’s personal agenda. “I don’t have my Christy wish list,” said Pambianchi. “I’m here to support the company.”
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Take sufficient time to assess an inherited team, and agree on that timeline with the CEO up front. “The whole company’s watching,” Pambianchi emphasized.
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Treat AI adoption as workforce mobilization, with HR, IT, digital, and communications leaders working together.
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Confirm the C-suite is behind an initiative before HR becomes its public face, and be willing to stop when it isn’t.
