In the midst of a growing debate over who should lead AI adoption—HR, IT, or something new altogether, Moderna has quietly made its move. The biotech company known globally for its COVID-19 vaccine, is no stranger to transformation. But its latest shift may be one of its most defining yet. In a quiet yet significant move, the company merged its human resources and technology departments under a single leadership role: Chief People and Digital Technology Officer, now held by ​Tracey Franklin​, formerly Moderna’s HR chief.

At first glance, it might seem like a routine reshuffle. But this merger reflects a deeper rethinking of how modern companies design work. It's not about collapsing functions to cut costs. It’s about aligning talent strategy with technology strategy to build an adaptive, AI-ready organization.

Moderna’s decision is closely tied to ​its partnership with OpenAI​. Since 2023, the company has deployed more than 3,000 custom GPTs, generative AI models trained on internal data, to streamline tasks across legal, manufacturing, research, and HR. These tools now handle everything from benefits inquiries to optimizing clinical trial dosage selection.

“I’ve shifted from workforce planning to work planning,” ​Tracey told WSJ​, explaining how roles are now being “created, eliminated, and reimagined” based on whether the task is better suited to people or machines.

This shift reflects a broader trend: the convergence of people, systems, and AI into more fluid models of organizational design. ​Moderna’s leadership​ appears to be moving away from legacy structures built around job titles and departments toward "flows of work", where capability and adaptability matter more than fixed roles.

Beyond the Org Chart

Many HR and transformation leaders see Moderna’s move as a signal of what’s next.

​Laura Close​, Co-founder at Included, believes the merger proves that AI is not just an HR tool. It is HR infrastructure. “It forces data readiness, makes personalization scalable, and pushes HR upstream into strategic planning.”

​Kyle Forrest​, a Future of Work leader at Deloitte Consulting, sees symbolic weight in placing a former CHRO at the helm of people and tech. “Where companies have invested in strong people officers, they’re often the ones leading AI transformation. HR knows the work. IT knows the tools. It has to be a collaboration.”

Still, there are risks. Moderna laid off 10 percent of its digital tech team earlier this year amid falling vaccine revenues. Some critics warn that over-automation may weaken institutional memory or favor short-term efficiency over long-term capability. But Tracey remains focused on building resilient systems designed to evolve with both business and workforce needs.

In a world where AI is no longer experimental but embedded, Moderna may be one of the first companies to structurally redesign around that reality. Others are watching closely, not to copy, but to answer the same question:What is the right configuration of people and machines for the work ahead?

But Is Integration the Same as Reinvention?

Not everyone is convinced that merging HR and tech guarantees transformation.

In a ​widely shared analysis​, ​Jim Woods​ of Seattle Consulting Group argues that suggests that unless HR’s design authority and strategic positioning are also rethought, integration alone may not drive true reinvention. “Moderna didn’t fix HR. They automated its compliance. They didn’t elevate HR. They absorbed it. And that’s the real risk, mistaking acceleration for reinvention.”

That’s why leaders like Anthony Onesto, VP, Platform & Product Marketing at 15Five, see both urgency and opportunity. Referencing Procter & Gamble’s Cybernetic Teammate study, Anthony notes that AI can enhance performance, flatten silos, and improve employee experience, but only ​if HR leads the redesign, not just the rollout.​

In other words, AI will not transform your organization unless you proactively redesign how work flows across people, culture, systems, and decisions.

The Bottom Line

Moderna may be among the first enterprises to formally align people and technology at the executive level. For some, it is a blueprint. For others, it is a provocation.

The real shift is not about merging departments. It is about moving from static roles to dynamic flows of work and ensuring the people who understand those flows have the mandate to lead.

Whether the model still needs refinement or adjustment over time, Moderna marks a turning point, not for having all the answers, but for actively responding to the new world of work, while others are still debating or standing still.