Chapter 1
Human latency, or why AI does not keep its promises
The gap between a new business requirement and a team's average ability to meet it has become the first hidden cost of AI transformation. Nobody has accounted for it.
The Death of Skills
Detailed contents
15 chapters organised into 3 sections. Each chapter opens with its thesis, key concepts, and the operational tools it delivers.
Section
I. The diagnosis
Chapter 2
The economic cost of slow learning
How individual slow learning, aggregated at organisation scale, becomes a measurable financial burden and a determinant of AI return on investment.
Chapter 3
The skills illusion: what your frameworks hide from you
Skills frameworks, designed for stability, are blind to trajectories. They paint a reassuring but misleading picture of actual human capital.
Chapter 4
The Potential Stack: reading talent beyond skills
Presentation of the first operational framework: six observable layers that qualify an employee on their capacity to learn, spread and endure, independently of their job.
Chapter 5
The cobbler with no shoes: HR facing its own backlog
The HR function is statistically the least equipped with AI tools within its own scope. Diagnosis of a paradox and consequences for its legitimacy in orchestrating others' transformation.
Section
II. The doctrine
Chapter 6
Time-to-Skill: turning time into a currency
How to measure, publish and commit to a metric that becomes the pivot of budget trade-offs between buy, train and hire in the copilot era.
Chapter 7
Building an HR doctrine rather than a strategy
A doctrine precedes the tools; it sets out durable principles that survive commercial fads. Why the HR function can no longer do without one.
Chapter 8
Fortress, Front Line, Laboratory: three postures for AI in HR
Each use case belongs to a single one of the three postures. The triptych structures the roadmap, the budget and the governance, and ends the pilot zoo.
Chapter 9
HR copilots, RAG and hallucinations: what works, what harms
Architecture of HR-fit copilots, document-grounding requirements, and a map of the operational risks that vendors still understate.
Chapter 10
The Trajectory Radar: anticipating rather than enduring
Mapping an employee's likely bifurcations over 18 to 36 months, and aggregating those readings to turn Workforce Planning into a strategic steering tool.
Section
III. The execution
Chapter 11
Putting your HRIS at the service of the new doctrine
Which HRIS work-streams to prioritise to make the Potential Stack, Time-to-Skill and Trajectory Radar usable, without falling into a wholesale rebuild.
Chapter 12
Pay-for-Agility: paying for the speed of learning
Mechanics of a complementary bonus rewarding ramp-up speed on published eligible skills, without dismantling existing pay structures.
Chapter 13
Selecting HR Tech editors without being selected
A selection grid grounded in the doctrine rather than the product sheet. The questions to ask and the recurring vendor traps in 2026.
Chapter 14
Regulation, AI Act and auditability: meeting regulators without paralysing the organisation
Framing the high-risk HR uses imposed by the AI Act, organising minimal traceability, and avoiding the defensive over-design that kills useful experimentation.
Chapter 15
The operational guide: ten tools for the next twelve months
Presentation of the 35-page guide and its ten tools, with a quarterly usage calendar and an instantiation protocol for organisations that want to start tomorrow.