Unilever International (UI) has a target that sounds almost audacious: Grow its business to $5.85 billion by 2030. As the global whitespace growth engine of the global consumer goods giant, UI is already a formidable force, having scaled tenfold to reach over 500 million consumers in nearly 200 countries.
But to achieve its next level of ambition, the organization is not just looking at algorithms and automation. It is looking at its people through the lens of a radical, human-centric philosophy championed by Larissa Murmann, its digital chief human resource officer.
In the corporate world’s frantic race to leverage AI, the prevailing narrative often equates technology with efficiency, and efficiency with a reduced headcount. Murmann is actively steering UI in the opposite direction. For her, AI is not a tool to shrink the workforce; it is the key to safeguarding it, enabling a future where human potential is not replaced, but amplified.
“To any rational business leader, that might sound unmanageable,” Murmann tells HRM Asia of the $5.85 billion goal. “But that’s precisely where AI comes in—not as a threat, but as a strategic tool to enable our growth agenda. We reframe AI not to do the same work with fewer people; instead, we see it as a way to do more work, better work and new types of work—with the incredible people we already have.”
See also: People transformation with a disruptive mindset
Choosing a ‘different path’
This philosophy was forged through Murmann’s 13-year career across eight different countries, from emerging markets like Indonesia and Mexico to established economies in Europe and the U.S. In every role, the mandate was a familiar one: “Drive growth, do more with less and unlock innovation.” This constant balancing act between ambition and constraint cemented a core belief that now defines her work at UI.
“There wasn’t one single moment that convinced me technology must be designed to serve people,” she reflects. “Rather, it’s a belief that has been forged through a global journey of constant reinvention.”
At UI, where she is building an AI Hub from the ground up, this belief is being put to its ultimate test. She must convince leaders and stakeholders, often fixated on shorter-term profitability, that investing in people alongside technology yields a more sustainable and ultimately more valuable return.
“The pressure is real,” Murmann admits. “As businesses scale, the default reaction is to chase short-term savings. But at UI, we chose a different path.”
Her argument to fellow leaders is both ethical and economic.
“Human-centric AI adoption isn’t just ethical,” she says. It’s economically sound, reduces burnout, boosts engagement and unleashes creativity.
And, it can prepare the workforce for a “future that’s already here.”
“Yes, short-term efficiency may sell well in a spreadsheet. But sustainable growth comes from people who are empowered—not replaced—by technology.”
A new approach to leadership in the age of AI
To turn this vision into reality, Murmann understands that technology alone is not the answer. The biggest risk is not actually the technology itself, but the human capacity to adapt to it. “The greatest blind spot in any future-focused strategy is assuming that leadership will evolve quickly enough to meet the moment,” she cautions. “We no longer have three to five years to build a leader. We must transform them now.”
To accelerate this transformation, she has introduced a Digital Leadership Code, a formula for the modern leader that goes beyond traditional management training. It is a synthesis of three distinct types of intelligence: AI, emotional intelligence and the far more unconventional subconscious intelligence.
AI provides the performance engine, EI ensures empathetic and human connection, but it is SI that represents the boldest frontier. Murmann defines it as the ability for leaders to access intuition, creativity and deep self-awareness. “It includes practices like inner child healing, manifestation, deep self-connection and soul-aligned goal setting—concepts traditionally reserved for personal or spiritual spaces,” she explains.
Seeing results by embracing the ‘unconventional’
Murmann is acutely aware of the skepticism such concepts might face in a corporate boardroom. Introducing SI into the workplace, she says, comes with risk.
“It’s unconventional. It may challenge established norms. But in my view, the greater risk is clinging to outdated approaches that are too slow for the pace of disruption we face.
“And the only way to do that is by helping [employees] master their most powerful tool: the mind.”
The strategy is already showing results. UI has embarked on an upskilling journey for its top leadership.
At the start of 2025, only one of its top 50 leaders was upskilled in AI: the chief technology offer, Murmann says. But today, more than half of this leadership pool holds a “certified understanding of AI.”
“And the journey continues,” she says. “That transformation didn’t happen by accident. It took serious investment, yes—but more importantly, it took persistent nudging, storytelling and inspiration.”
To democratize access to the more personal aspects of this development, UI has partnered with external platforms like Mindvalley, a personal growth platform. Murmann likens it to “the Netflix of personal growth: addictive, accessible and empowering.” The goal is to get leaders hooked on their own evolution. “When you want to rapidly transform leaders, they need to become addicted to their own transformation. That’s not just a mindset shift. That’s a business strategy.”
The constant compass: Leading with a growth mindset
When asked to distil her entire leadership philosophy into a single principle, Murmann does not point to a specific technology or methodology. She cites a mindset: “If I had to leave behind just one foundational principle for leading in the digital age, it would be this: Lead with a growth mindset,” she states unequivocally.
For her, this is the “survival skill” that transcends any single technological wave. “Technologies will evolve—AI may be the flavor of the season today, but tomorrow it will be something else,” she says. “What remains constant is the pace of change, the complexity of our environments and the rising expectations placed on leadership.”
This mindset serves as her compass during the most difficult decisions, especially when operational efficiency and human wellbeing appear to be in conflict. It reframes challenges as opportunities and discomfort as a necessary part of progress. Discomfort, Murmann says, isn’t just a problem that leaders need to fix; rather, it signals transformation.
“While many people crave stability, predictability and familiarity, the new world will demand that we seek out the unfamiliar and consistently expand our comfort zones.”
This perspective shapes her view of a leader’s fundamental role in the modern workplace. It is not about having all the answers or controlling every outcome; instead, it is about fostering an environment of resilience and adaptability. “It requires courage and self-awareness—and leaders who understand that our job is not to control the storm, but to help our people find their balance within it.”
A vision for the future
Ultimately, Murmann’s work at UI is a high-stakes experiment in corporate evolution. It is a bet that the most powerful algorithm combines machine intelligence with human creativity, empathy and intuition. In this vision, technology serves not as a replacement for people, but as a digital teammate that elevates their capabilities. As she leads this charge, her guiding principle remains clear and unwavering.
“My dream is not just to help UI grow—it is to do it without burning out our people and enabling them to grow with the business, not despite it,” she says.
“When used wisely, AI can be the supertool that transforms everyday employees into augmented leaders. As HR and business leaders, it’s our job to make sure that happens,” she concludes. “In this next era of work, I stand by one belief: Technology should always be human-centric, drive business growth and secure livelihoods.”
