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]

Group 1 - The article discusses the transformation of functional departments into a three-pillar structure consisting of Business Partners (BP), Centers of Excellence (COE), and Shared Services Centers (SSC) to enhance business understanding and operational efficiency [1] - Initially, the introduction of BP is met with resistance from business department leaders who perceive it as a lack of trust from management [2][3] - Over time, business leaders may reluctantly accept BP, viewing them as assistants to facilitate communication with headquarters [4] Group 2 - Business leaders often undervalue the expertise of BP, particularly in HR, believing that their primary role should be straightforward tasks like recruitment rather than strategic contributions [5] - A good BP is expected to communicate effectively, provide accurate feedback, supervise the implementation of policies, empower the business, and ultimately contribute to operational results [6][7] - The interests of business leaders often conflict with those of the company owner, as business leaders seek autonomy and resources while owners prioritize standardized management and performance accountability [9][10][11] Group 3 - Crisis situations can lead to collaboration between HRBP and business leaders, as performance pressures and resource accountability create a need for professional support [14][16][17] - Specific crises that may prompt this collaboration include performance pressures, resource responsibility, and internal inefficiencies [16][18] - HRBP must seize opportunities during crises to demonstrate their value; failure to do so may result in being perceived as merely administrative support [19]