As AI accelerates organizational change, the call for stronger alignment between HR and IT has become louder than ever. Some hail this as the next great evolution in corporate structure, promising seamless integration of people and technology. Others argue it is simply collaboration rebranded. But what does a “merger” of HR and IT really mean? Is it a structural change, a cultural shift, or simply a new label for working together in new ways? This spotlight clarifies the difference between improved collaboration and a merger of HR and IT, while exploring how intentional partnership is the key to digital transformation in the age of AI.
The myth and momentum of HR and IT mergers
The idea of merging HR and IT is gaining attention as the logical next step in enabling digital transformation. AI-driven change is no longer a choice – it is already happening, whether organizations recognize it or not. For decades, these functions have operated in silos, with HR driving culture and talent and IT managing systems and infrastructure. Now, AI is accelerating the connection between people and technology, as driving meaningful digital transformation is increasingly reliant on a human-centric approach and close integration of HR and IT.
Many organizations recognize that AI and technology-driven initiatives demand more than technical capability; they also require strategic alignment and maturity across both technological and human dimensions. This creates a critical opportunity for HR and IT to integrate their expertise in ways that advance organizational readiness and resilience. A recent survey of 1,100 IT leaders found that 93% believe bringing HR and IT together would increase productivity, boost employee satisfaction, and drive engagement. 64% even predict a complete merger of the two functions within five years, while 31% anticipate significantly closer collaboration without formal integration (Nexthink, 2025). While these findings show that a merger is increasingly seen as a driver of transformation, structural mergers are not universally practical. For most organizations, strengthening partnership through shared goals and accountability is a more realistic and impactful approach than rushing into structural change.
At the same time, there is pressure to successfully adopt and sustain AI while achieving ROI. This makes a merger between HR and IT appear tempting, especially as organizations work to unify people and technology strategies. Yet mergers introduce complex change management demands, including role changes, governance shifts, and even layoffs, distracting focus from the core objective of successfully integrating people and technology to drive organizational outcomes. The real opportunity may not lie in merging at all, but in building deliberate partnerships that connect people and technology while preserving the distinct strengths of each function.
The double-edged reality of HR and IT collaboration
The term “merger” may suggest a straightforward solution, but it oversimplifies the nuances required for sustainable change. If the organization does not already have a strong foundation of effective collaboration between HR and IT, merging these functions will amplify existing challenges.
Organizations that foster intentional collaboration between HR and IT are better positioned to deliver people-centric digital experiences and accelerate meaningful change. The numbers speak for themselves: organizations where HR collaborates effectively with IT are 1.8x more likely to be high performing at innovation (McLean & Company HR Trends 2026; n=1,356).
HR and IT operate with distinct priorities and speak different languages, which would create friction if roles and accountabilities were not clearly defined and aligned within a newly merged structure. In fact, only 55% of HR organizations report being highly effective at collaborating with IT (McLean & Company HR Trends 2026; n=1,372). While both functions are critical to drive strategic priorities, their methods in doing so differ: HR shapes talent, culture, and leadership, while IT builds and maintains the systems that power the organization. HR and IT have typically operated in parallel, each critical to the organization but rarely connected. Without shared governance, clear decision rights, and aligned leadership, collaboration remains a strategic aspiration, and a merger, if not carefully designed, will compound these risks by failing to shape the day-to-day relationships between HR and IT teams.
To mitigate these risks, organizations must blend HR and IT capabilities at every level, align leadership on AI strategy and governance, and create new ways of working that break down silos. Success depends on cross-functional teams, shared accountability, effective project planning, and human-centric feedback mechanisms that ensure technology solutions truly support employees and drive transformation outcomes. Providing targeted training and opportunities for joint learning will further strengthen collaborative behaviors and help both groups work together more effectively. It offers a simple narrative: If people and technology must work together, then the teams that lead them should as well.
HR + IT: More powerful together
As organizations reimagine how HR and IT collaborate, leaders must resist the urge to follow trends without scrutiny. The goal is not to replicate what others are doing but to determine what will deliver the greatest value within an organization’s unique context. Increasingly, AI adoption is what creates a shared purpose for HR and IT. This shift means that organizational success requires intentional collaboration and a focus on creating experiences where technology solutions are designed to support employees’ needs. HR and IT do not need to merge into one function to enable digital transformation and AI adoption, but they do need closer collaboration and aligned priorities. The future of transformation lies not in a merger for the sake of merging, but in building an organization where people and technology evolve together.
To learn more about McLean & Company's collaboration research, visit McLean & Company (mcleanco.com). If you are interested in learning more about our research and services, please reach out to jcampbell@mcleanco.com.
Related McLean & Company resources
- Buzzwords: Helpful or Harmful?
- HR’s Role in Driving Meaningful Digital Transformation
- Change Management Resource Center
- Navigating Through Uncertainty
- Catalyze Cross-Functional Collaboration
- Collaboration Ideas Catalog
- The Future of Workplace Collaboration
Works cited
“IT's New Mandate: The Science of Productivity (Part 2) | The Experience Silo: The Future of HR and IT.” Nexthink, 2025.