Strategic Leadership and HR Practices in Organisations

This paper examines how IBM strategically aligned its Human Resource Management (HRM)practices with its broader business objectives to navigate the disruptions caused by the COVID-19 pandemic. The analysis focuses on the strategic adaptation of core HR functions includingstaffing, training and development, compensation, and performance management tosupport remote work and maintain operational agility. Framed within Strategic Human ResourceManagement (SHRM) theory, the study highlights how these practices were integral tosustaining IBM's strategic goals of digital leadership and workforce resilience. Furthermore, thepaper explores the critical role of structured change management, detailing the applicationof Kotter's 8-Step Change Model and Kurt Lewin's 3-Step Change Management Model inguiding the organizational transition. These models provided a phased approach to managingchange, from creating urgency and forming a guiding coalition to unfreezing old structures, implementing new work models, and refreezing new norms. Supported by adaptive leadership, the integration of SHRM with these established change management frameworks enabledIBMtomitigate immediate disruptions and build a foundation for long-term organizational agility, offering a replicable model for enterprises in volatile environments.