The field of operations management has deep roots in developing effective processes for people. How can we encourage further growth in this area?

Operations management (OM), which is often associated with processing widgets and information, has permeated the workplace to such a degree that the HR function at companies like Google is now known as "People Operations".

As the nature of work has changed over the past generation, becoming more service-oriented, knowledge-intensive, and rapidly changing, a growing stream of OM research has shifted away from manufacturing to managing people - individuals, teams and organisations.

People affect processes and processes affect people. These linkages between people and processes impact performance. People-centric operations (PCO) is how people affect the performance of operational processes; it has always been part of OM but not previously explicitly defined.

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