---
id: "concept-hr-as-product-org"
type: "concept"
source_timestamps: ["¶60 (Monique Herena)", "¶82 (Monique Herena)"]
tags: ["hr-strategy", "product-management", "organizational-design"]
related: ["framework-amex-change-leadership", "concept-enterprise-mindset", "entity-american-express", "entity-new-to-blue", "prereq-strategic-alignment", "entity-monique-herena"]
speakers: ["Monique Herena"]
definition: "An operational model where HR functions as a product development team, treating employee experiences, training, and change initiatives as iteratively improved products."
sources: ["reskilling"]
sourceVaultSlug: "hbr-seg-reskilling"
originDay: 10
articleStem: "hbr-edu-43-leading-human-ai-organization"
sourceUrl: "https://hbr.org/2026/05/leading-the-human-ai-organization"
sourceTitle: "Leading the Human-AI Organization"
---
# HR as a Product Organization

At [[entity-american-express|American Express]], the Human Resources function has been rebranded and restructured as the **'Colleague Experience Group,'** operating fundamentally as a **product organization.**

In this model, every HR initiative, training program, and change-management framework is treated as a **'product'** that undergoes continuous improvement, real-time feedback loops, and iterative enhancement. Concrete examples include **'Change Leadership at Amex'** (see [[framework-amex-change-leadership]]) and **'New to Blue'** ([[entity-new-to-blue]]), an onboarding product.

By adopting a **software-forward, product-led mindset**, HR aligns itself directly with the broader business strategy — moving away from isolated **'HR hobbies'** (contrast [[prereq-strategic-alignment]]) toward initiatives that directly drive shareholder value and optimize the end-to-end colleague experience, much like a company optimizes its customer experience. This product posture is the operational expression of the [[concept-enterprise-mindset]].

**Enrichment note:** The general pattern is accurate for Amex — the function is publicly led by a **Chief Colleague Experience Officer** ([[entity-monique-herena|Monique Herena]]) and positioned around end-to-end colleague experience rather than traditional HR. Product-thinking applied to HR (treating HR services as products with user feedback, iterative improvement, and experience design) is documented in people-operations literature and is a known trend among large firms. Specific internal program names like 'New to Blue' are internal branding; direct primary evidence for the exact model would require company sources.