Core Insights - The forum focused on the theme of "organizational change, functional BP as a key factor," discussing the transformation of functional Business Partners (BPs) [1] - The evolution of functional BPs, particularly HRBP and financial BP, is highlighted, with a historical context provided [2] - The concept of organizational middle platform and its relationship with functional BPs is explored, emphasizing the importance of these roles in empowering business units [3][4] Summary by Sections Functional BP Evolution - The first financial BP was established at Ford in the 1980s, leading to a three-pillar financial structure [2] - HRBP emerged in response to criticisms of HR's bureaucratic nature, with IBM being a notable success story in implementing this model [2] Organizational Middle Platform - The organizational middle platform is identified as a crucial connector between front-line business units and back-end functions [5] - Data middle platforms have emerged with digital transformation, focusing on data management and efficiency improvements [4] Current Trends and Challenges - There is a noticeable decline in enthusiasm for building organizational middle platforms, with only 54% of surveyed companies having established one, matching the lowest level in four years [5] - Many companies are reducing HRBP roles, with 15% to 16% of clients indicating plans to cut HRBP positions [6] HRBP Satisfaction and Issues - A survey revealed that HRBPs rated their satisfaction at 85%, while business leaders rated it at only 43%, indicating a significant perception gap [10] - The main dissatisfaction among business departments stems from HRBPs' lack of understanding of business needs, termed "business integration" challenges [11][15]

Core Viewpoint - ByteDance has adjusted its Feishu business by separating the People line into the Group Information Systems Department, reflecting a strategic shift in response to economic pressures and the performance of non-profitable departments [1][4]. Group 1: Business Adjustments - The People product, which includes services like recruitment and performance management, was initially developed to commercialize ByteDance's HR management model but has struggled to gain traction in a challenging economic environment [1][2]. - The decision to separate the People team is part of a broader trend where companies are cutting non-essential departments to reduce costs during economic downturns [4]. Group 2: Market Insights - The lack of interest from clients in HR SaaS tools indicates that HR functions are still viewed as back-office roles, failing to create sufficient business value [2][3]. - For HR SaaS to become a market necessity, it must integrate with business operations and demonstrate its impact on business performance, rather than merely serving HR's internal processes [2][5]. Group 3: HR Transformation - HR professionals need to evolve from focusing solely on recruitment and retention to integrating their functions with business strategies to create value [3][4]. - The future of HR lies in its ability to leverage data and analytics to enhance organizational effectiveness, moving beyond basic metrics to more sophisticated insights [3][4]. Group 4: Industry Perspective - The adjustments made by ByteDance are indicative of a broader trend in the industry where companies are reevaluating the necessity of HR roles and functions in light of economic constraints [4][5]. - The potential for HR functions remains strong, but there is a pressing need for HR professionals to adapt and innovate in response to emerging challenges and competition from AI and cross-functional roles [4][5].

Core Viewpoint - Companies are increasingly pushing for "business-people integration" and "business-finance integration" through the deployment of Business Partners (BPs), aiming to establish a three-pillar structure consisting of Centers of Excellence (COE), Shared Services Centers (SSC), and BPs. However, the value of BPs is not widely recognized in most companies today [1] Group 1: Understanding Business - The first challenge for HR and finance BPs is to truly understand the business, as their current understanding is often superficial and lacks depth [2][3] - There is a disconnect between business personnel and BPs, with business personnel feeling that BPs do not understand the frontline realities, while BPs believe business personnel are not being truthful about their situations [3] Group 2: Professional Support - The second challenge is providing professional support once business issues are identified. BPs must translate business models into processes, structures, and compensation plans, which requires a high level of expertise [4] - Many BPs feel constrained by corporate frameworks, limiting their ability to provide meaningful insights and solutions [5] Group 3: Relationship Management - The third challenge involves maintaining appropriate relationships with business units. Some BPs resort to informal methods, such as socializing over drinks, to integrate with business teams, which can undermine their professional credibility [6] - Genuine integration should be based on professional respect rather than personal relationships, as relying on emotional connections can lead to a misunderstanding of the BP's value [7]