为什么在有些企业中财务BP和HRBP沦为鸡肋？

Core Viewpoint - The article discusses the challenges faced by financial business partners (BP) and human resources business partners (HRBP) in organizations, highlighting their ineffective value creation mechanisms and the need for a transformation to become strategic engines for business growth rather than being perceived as redundant roles [2][21]. Group 1: Role Positioning and Organizational Design - The three-pillar model (COE, SSC, and BP) is often implemented in a formal manner, leading to BPs being viewed merely as extensions of traditional functions, which undermines their credibility and strategic involvement [2]. - There is an imbalance between authorization and control, with BPs often leaning towards control due to a lack of data access, resulting in fragmented information and ineffective analysis [3]. Group 2: Business Understanding and Professional Capability - BPs often have a superficial understanding of the business, lacking in-depth analysis of business models, customer needs, and competitive logic, which leads to generic recommendations [4]. - The misuse of professional tools occurs when BPs fail to connect financial or HR tools with business scenarios, resulting in analyses that are seen as irrelevant by business departments [5]. Group 3: Communication Mechanisms and Collaboration Models - There exists a "language gap" between BPs and business departments, where BPs focus on accounting standards while business units prioritize market opportunities, leading to misunderstandings [6]. - Trust between BPs and business leaders is fragile, as BPs often rely on informal relationship-building rather than demonstrating professional value through strategic support [7]. Group 4: Capability Shortcomings and Talent Supply Mismatch - There is a scarcity of hybrid talent that possesses both functional expertise and business insight, leading to a mismatch in expectations when hiring BPs [8]. - Companies often neglect the continuous capability development of BPs, resulting in a lack of advanced skills necessary for driving business transformation [9]. Group 5: Incentive Mechanisms and Value Measurement - Performance metrics for BPs are still largely based on traditional functional indicators rather than business outcomes, which limits their focus on identifying business pain points [10]. - BPs face an asymmetry in incentives, where they bear the consequences of business failures without corresponding rewards for successful initiatives, leading to conservative decision-making [11]. Group 6: Resource Support and Data Infrastructure - BPs frequently encounter challenges due to data silos and outdated tools, which hinder their ability to perform timely and effective analyses [12]. - Headquarters often fail to provide standardized frameworks and tools for BPs, resulting in inconsistent practices across different regions and departments [13]. Group 7: Path to Transformation - BPs should redefine their roles, with financial BPs transitioning from data handlers to business model architects, and HRBPs evolving from policy enforcers to organizational architects [14][15]. - Establishing a business-oriented capability system through job rotation and practical training can enhance the ability of BPs to apply professional tools effectively [16][17]. - Optimizing collaboration and incentive mechanisms by adopting dual-track communication and value-sharing incentive schemes can improve BP engagement and effectiveness [18][19]. - Strengthening data and platform support by creating cross-departmental data centers and integrating automated analysis tools will empower BPs with real-time insights [20]. - Headquarters COE should provide standardized methodologies while allowing BPs to adapt them to specific scenarios, facilitating a comprehensive transformation [21].