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Jay J. Jamrog and Miles H. Overholt of The Human Resource Institute discuss where best to focus measurement. Significant advances in HR strategic planning and metrics have shifted HR’s traditional role ‐ it’s now imperative that HR strategy is aligned to business strategy. But, despite these advances, business leaders are becoming increasingly frustrated with HR, even when its plans and metrics are executed with skill.

Staff and faculty of the Management Centre Europe and the Human Resource Institute are rapidly learning about the true complexity involved in the creation of integrated metrics. They’ve learned that data must be assessed within its proper context, or results can lead to unintended consequences and unsuitable interventions.

Images and ideals of organization design have changed dramatically in the past decade in response to the need for a redirection in the purpose and strategy as well as leadership styles following the global economy, new brave networked world, emerging new forms of organizing, and social innovations. This chapter is an invitation to explore a new genre of organization design and organizing as if life matters. It is a call to embrace organizations designed to affirm, nurture, and sustain life. The chapter discusses two key questions: “What Gives Life to Human Organizing” and “What Are We Designing.” The first part aims to uncover what gives life to human organizing through an exploration of nine principles of appreciative organizing. The second part aims to expand what we mean when we talk about organization design through an examination of six fundamental structures that seem to be at play in organized action.