In the changing world, it is imperative for the professionals to be relevant for them to add value. This paper examines various contexts and provides a framework to build a more impactful people function.

1. Partnering to Build Actionable Knowledge: Learning Paper 6: How to build an Impactful People Function
HOW TO BUILD AN IMPACTFUL
PEOPLE FUNCTION
Multi-discipline insights
Being relevant in today’s changing world is imperative.
This paper is written based on lessons from nature (bio-mimicry), economics,
psychology, sociology, and engineering to build new perspectives required for people
function. This paper addresses key issues and simple frameworks to reinvent yourself.
BABURAJ V NAIR
August, 2020

2. Partnering to Build Actionable Knowledge: Learning Paper 6: How to build an Impactful People Function
Lessons from Bio-mimicry: an upcoming field in learning from nature
Aphids are small sap sucking, most destructive insect pests on cultivated plants in temperate
regions. It is interesting to understand the similarities of Aphid’s functioning and current pandemic
situation (nCOVID –19)
• It transmit viruses from plant to plant
• The viruses stunt plant growth and kills the plant.
• Aphid’s life cycle is between 1 week to 40 days
• It reproduces very quickly, plants can be infested quite rapidly
• Control of aphids is not easy.
• An integrated pest management strategy using biological pest control can work, but is difficult
to achieve positive results except in enclosed environments such as glasshouses.
• It can be removed by wiping or spraying the leaves of the plant with a mild solution of water
and a few drops of dish soap. Soapy water should be reapplied every 2-3 days for 2 weeks.
The best way to address Aphid attack is to pro-actively ensure that necessary actions from nature
itself is deployed with patience and perseverance. Natural predators are used to control aphids.
Drawing a metaphorical learning from this phenomena, we can apply some of the principles in
organisational transformation in current chaotic context.
 Once affected, there are no other options, but to act.
 Organisational transformation can be done only by systematic, planned intervention
 It is not easy, and needs specialised supervision.
 It needs perseverance and patience to bring a desired, futuristic culture.
 It need not be too costly, once there is a commitment from the key stake holders to bring
change
 It can be dovetailed to fundamental aspect of transformation: keeping the value fabric of the
organisation, while change happens (transformation of tadpole to frog is an excellent process
to learn in this aspect).

3. Partnering to Build Actionable Knowledge: Learning Paper 6: How to build an Impactful People Function
Similarly, metaphoric lessons can be learned from
the devastating effect of insects on “CROP”,
which translates into the possible impact of the
current pandemic scenario on various
organisations.
 Cash flow constraints
 Revenue: declining business growth
 Operational efficiency
 Productivity of People
When the crop fails, the farmers revenue falls
impacting his operational efficiency, productivity, and the cash flow. The farmer finds it difficult to
repay the loan or take further loan to look for other possibilities in his land, creating huge cash flow
issues, putting him or the family into a huge predicament. It may even lead to very unfavourable
decisions by him/his family.
Like a farmer’s crop, the attack of locusts (as was happening in different parts of our country,
recently) or insects harming the crops are unpredictable events to the farmers - the impact of
natural calamities will worsen the situation much more deeply. Failure of crops for a farmer’s
community affects the community’s social, economical and political alignment.
Similar situation prevails in the organisations too, when this unpredictable event continues.
Therefore, it makes it imperative for the organisation to transform in the context (farmers uses
ingenuity to re-shape the outcomes of their land), than just trying to cope up with the current
situation, hoping that “all will be okay, tomorrow”. A farmer acts based on realistic perspectives,
and he cannot be complacent at any stage of his cultivation and harvesting process. Similarly,
unless, the impacting organisations realize this simple truth and plan for a transformation—actually
convert this concern into an opportunity, it will bring a catastrophic end to its key stake holders and
the economy of the society.
What is the relevance of Organisational transformation,
when we discuss on HR effectiveness?
Like aphids, any organisation can have unprecedented challenges (either due to complacent mind-
set of internal key stake holders - not willing to accept the realistic external environment- or due to
unpredictable event - Black-Swan Concept - impacting the entire global economy), and it is always
prudent to plan and build a sustainable organisation, with clear purpose and values binding each
organisational decision, bringing a culture of collaboration.
In the current chaotic environment– economic, political, and social - it becomes imperative for
organisations to transform and it cannot sustain through transactional processes or tinkering with
the current processes/systems to just manage “current phenomena”.
HR as a function, HR managers as professionals play a key role in making this transformation
happen : in nut shell, they need to influence the change management process, and in fact, they

4. Partnering to Build Actionable Knowledge: Learning Paper 6: How to build an Impactful People Function
Need to become an integral partner for the organisation to move in the desired state. The func-
tion’s and the professionals efficiency, therefore, matters.
But, only efficiency sufficient? Let’s understand the differences between
efficiency, effectiveness, and impact.
Efficiency is a relationship among resources that the function uses,
and the process and practices it creates. It forms a foundation for the
function’s credibility.
Effectiveness: The relationship between function’s interventions and
its effect on its customers. It provides tangible evidence of results at
the intervention level.
Impact is the relationship between the effects of the function’s inter-
ventions and the pivotal elements of business success.
Fixed mind-set and years of wiring in a traditional manner would not help HR professionals to re-
wire or take calculated risk to move toward hitherto unknown path. Fixedness, per se is not a neg-
ative connotation. Its relevancy in a particular context need to be reviewed.
If HR has to be part of the transformation journey of an organisation, it has to get out of a fixed
mind-set and bring flexibility and agility in its operations and
mindset.
All three terms - fixedness, flexibility, and agility can be ex-
plained through a metaphor of a tree (which, like an organisa-
tion, is a living organism). An evolving organisation is like a
growing tree with various shifts in growth and change –
clearly indicating that organizational elements such as finan-
cial, physical, market, operational, and people gets impacted in
this scenario – not just one of the elements. The roots are
fixed, but its growth is unpredictable and not unidirectional,
similarly the stems grows in a predictable manner, branches
do not grow predictably. Old leaves (which are not productive
or not helping other leaves to grow) either on its own falls or
somebody plucks them out for the overall growth of the tree. Further, more agility can be created
for a plant through technological intervention, based on its species, soil etc. Therefore, it can be a
easy metaphor for our changing environment: growth, change, paradox, culture, flexible, adapta-
ble, and agile.
 Fixedness reduces variability, allows us to focus on things that do vary and get really good
at executing all aspects of a system. Here, the dependency is high, and the crux is on indi-
vidual capability.
 Flexibility in an organization gives it the ability to do different things with the same re-
sources. Here, dependency is lower, focus is on established processes/systems, upskilling/
re-skilling employees to do multi-tasking.
An efficient HR Function
or professionals who
are efficient is a key pre
-requisite for being
effective for adding
value to other key stake
holders and creating
impact on the business.

5. Partnering to Build Actionable Knowledge: Learning Paper 6: How to build an Impactful People Function
 Whereas, organization agility is about how quickly an organization can change directions. It
focusses on inter-dependence or co-dependence, and an ability to reset/rewire mindset
quickly depending on the changes in the business context.
One of the key skills required by the top leadership is contextual
imaginative decision making. Such a skill can be developed only
with an open, creative mind-set and a culture where status quo
is challenged, and inputs from all quarters are earnestly appreci-
ated, assimilated and applied. However, mostly, we get “awed”
by the percentage shift required to make it happen - at individu-
al as well as organisational level - and gets into a “fixed” mind-
set, making it further difficult for the organization to change.
Therefore, if HR professionals are not going to invest in learning
and developing and making them contextually relevant, they
cannot lead any transformational processes/events or more important, they shall not be considered
as strategic business partners, in real sense.
One of the biggest challenges at this juncture
would be to learn where to focus:
Self interest or interests of key stake-holders?
Though mostly organisational leadership indicates that their focus is on the interests of key stake-
holders, their actions, sometimes, indicate a different story. Being responsible for their key stake
holders is one of fundamentals to be remembered in a crisis. There are positive stories in India
and abroad, who are working with a purpose, beyond just profit—and they are sustaining even in
the current crisis.
However, late or last minute actions do not give ample time for organisations to think through the
scenario and take a long, sustainable, actionable agenda. Unfortunately, they get trapped into
“non-contextual quick-fix” solutions, which will be more
harmful for the organisations at a later stage.
Organisation structure - be it in manufacturing or service-
is changing. There are even algorithmic models1
in decid-
ing right organisational structure. New forms of work or-
ganisations that are challenging mass production theo-
ries are particularly widespread in Germany. Flexible spe-
cialisation (Piore & Sabel) (another new perspective) ties
back to functions, which would “support departments,
committed to enhancing the work of the teams, who are
their clients”. It means a high focus on the effectiveness
and impact of each functions on other functions, and not
just efficiency of its function. Solution based model entails
a new perception of value, a move from the acquisition of goods as a measure of affluence to one
where well-being is measured by the continuous satisfaction of changing expectations for quality,
The important aspect to
be taken into considera-
tion during this “reactive
stage” is that this journey
has to be taken and it is
better to take it now than
later and there are many
to support.
1(Re)-Designing Organisations in the Age of Algorithms, Phanish Puranam, Roland Berger Chaired Professor of Strategy and Organisation Design at IN-
SEAD | November 12, 2018

6. Partnering to Build Actionable Knowledge: Learning Paper 6: How to build an Impactful People Function
utility, and performance” (Lovins et al., 1999, p.146). Co-opetition (cooperative competition) is an-
other interesting concept indicating cooperation with each other to reach a higher value creation if
compared to the value created without interaction and struggle to
achieve competitive advantage. Often, coopetition takes place
when companies that are in the same market work together in the
exploration of knowledge and research of new products, and at
the same time compete for market-share of their products by ex-
ploitation of the knowledge created. There are enough examples in
service /manufacturing sectors, using this concept.
All these changes happening around us make it imperative for or-
ganizations to redesign its existing Operational (entire business
value chain), Directional (purpose and strategy), and Enabling pro-
cesses (people, and technology) to a more stakeholder focussed collaborative mode.
The prevailing pandemic and its impact could reset our notions of
profitability, work, workplace, and competency. Hence, it is better
to pro-actively invest in development, NOW.
HR/People function has a larger role to play
in such situation: How?
A three step approach
1. Exercise “Choice on 5 tenets”.
2. “REBOOT” people processes
3. “RE-FRAME” Key HR competencies
1. Exercise “Choice on 5 Tenets”
The most powerful step is to exercise our
choice.
All of us have a choice: to act or not to act.
These choices are to be exercised in a con-
text. There is no choice of right or wrong. It
is a choice between two rights. Each individ-
ual may feel that whatever he/she is making
is right.
Therefore, if the individual has to “re-boot”
HR function or “re-frame” competencies, the
individual has to exercise a choice on 5 ten-
ets.
“Value is delivered
as a flow of ser-
vices – providing
illumination, rather
than selling light
bulbs”.

7. Partnering to Build Actionable Knowledge: Learning Paper 6: How to build an Impactful People Function
a. To listen or not to listen
Listening is science and art. Science because neurons functions based on what we actually
pay attention to (The signals are conveyed through a dorsal pathway in our cortex, part of the
brain that does more computation, which lets us actively focus on what we are hearing and
tune out sights and sounds that are not as immediately important). It is an art because the
choice to pay attention to something or not is our decision. Listening tunes our brain to the
patterns of our environment faster than any other sense, and paying attention to the nonvisu-
al parts of our world feeds into everything from our intellectual sharpness to our dance skills.
Luckily, we can train our listening just as with any other skill. But, when we are focussing
on listening, we are expected to listen to our inner voice or internal conversations that we
are having. Listening to our inner conversation needs self-discipline, and skill, and that part
of listening is an art.
Active listening to our inner voice and more importantly, to understand these inner voices
(sometimes, these inner-voices/conversations may be confusing, and lack clarity) after deci-
phering it effectively is critical to help us make the right choice, contextually.
This can be develop through reflective process (coaching and mentoring), and meditation
( different approaches).
b. To do a self-audit or be a “sitting duck”.
Sitting duck”1
concept indicates us in a vulnerable position to be
attacked easily, and get killed. All of us know where we are—from
the point of knowledge and skill and the ability to apply it mean-
ingfully for the business purpose. A self-audit would help us un-
derstand the gap more scientifically and address it timely, than
waiting to be a “sitting a duck”.
Mostly we would presume that we are doing well—as the contex-
tual, comparative performance criteria gives us an illusionary
perspective of “star performers”, and hence we believe that we are expected to move up -
vertically. When this does not happen, and when a peer level person or an external person
comes in, it will become a rude jolt to us. But, should we wait for this ignominy?
This can be done through career profiling and mirroring exercise and creating a road-map to
develop.
c. To challenge status quo or “fall in line”.
The best way, we presume to survive a corporate life, is to fall in line. But, it is not true.
“Falling in line” or “yes-sir” syndrome, does not always guarantee success in corporate life.
It may help us sustain a particular regime or manage a particular person. But such an align-
ment only makes the individual professional obsolete over a period.
Challenging the status quo is not dangerous and is not wrong. However, how to challenge
the status quo and what is critical to challenged need to understand. If we have affirmative
responses to the three points given below, we can challenge status quo meaningfully, and
the resultant change can help us to improve and grow, more meaningfully.
1
Ducks have an oil gland (also referred to as a preen gland) that produces oil. They use this oil by rubbing it all over their feathers, making them waterproof. So their
feathers repel water and that helps them to float, but not only that, their feathers can also trap air, which helps to increase buoyancy. And while ducks are sitting out
on the water, they have the perfect view for spotting any tiny fish swimming nearby, which they will gladly eat if the opportunity arises. These ducks are often seen
floating, or “sitting” on top of the water as they search for their food. Sitting ducks are especially vulnerable to hunters during this time because they are out in the
open with no protection and are pretty much just holding still, which makes them easy targets to hit. (source: theidioms.com; knowyourphrase.com)

8. Partnering to Build Actionable Knowledge: Learning Paper 6: How to build an Impactful People Function
 Whether the situation /process/system needs to be challenged /reviewed/revamped and if not
done, will it have an adverse impact on the function, business or the company? - not from
profitability point alone, but from the stakeholders connect with the company too.
 Only an individual thinks so, or multiple members thinks so, but are refraining to express
 Do we have enough data points (as required by the people to be influenced) from different
sources to challenge the situation.
It is not required to challenge each situation or a prevailing system/process, just because it
is prevailing for a long period. As far as we follow the above 3 guidelines, we can mean-
ingfully challenge the status quo, if required.
d. To build a purposeful relationship or ad-hoc relationship
The boundaries of organisation are becoming more blurry. Information travels fast and
transparency becomes key. Different generations of work force have different needs and var-
ied expectations. In such an environment, an ad-hoc relationship will not help. It will be in-
teresting to learn something from nature – the science of bio-mimicry. Depending on the
value/benefits of partnerships, there could be three types of broad partnerships:
Mutualistic: when both players gets benefitted from each other. The relationship between
hammerhead whales and small fishes or Manta Ray and Surgeon fish beneath ocean can be
studied to learn more on such mutualistic relationship.
Commensalistic: When one of the partner in a relationship gets the benefits and the other
gets relatively unaffected. Like lessons from Aphids and ants. Aphids are sucking insects that
are common on both outdoor and indoor plants. They feed on the sap of plants and secrete a
substance called honeydew. This sticky resin is a favourite food of ants, who actually “milk”
the aphids for it by stroking their abdomen. Ants get more benefits than aphids in this rela-
tionship
Parasitic: This is the most toxic symbiotic relationship. Tapeworms, mistletoe and
Cordyceps fungus etc. can be used for these examples. In evolutionary biology, parasitism is
a symbiotic relationship between species, where one organism, the parasite, lives on or in
another organism, the host, causing it some harm, and is adapted structurally to this way of
life.
Purposeful relationship would be mutualistic in nature. However, normally, we can see more
commensalistic and parasitic relationship in an organisational context. It is upto us to decide
what type of relationship we need to build, and it is a choice we need to make. We need to
invest our time and efforts in building such relationship. The empirical research data clearly
indicates that only a mutualistic relationship will help us grow effectively and can be sus-
tained.
e) To build a collaborative approach or competitive approach in life
Collaboration pre-supposes a purposeful and trustworthy relationship, whereas, a competitive
approach pre-supposes competition and comparison, and need not be built on a truthful rela-
tionship, albeit the pretention would be truthful.
Interestingly, some of the well researched books in the last 10 years and garnering insights
from a variety of fields, clearly indicate an upward trend towards sustainable conscious busi-
ness. An organization which is able to rapidly sense and respond to the ever-changing busi-
ness climate by innovating how and why it creates and delivers value, and the way it engages
internally and externally with its ecosystem of employees, customers, suppliers, resources,
investors, society and environment will always have an edge over other organisations, who
are not having such a belief.

9. Partnering to Build Actionable Knowledge: Learning Paper 6: How to build an Impactful People Function
2. “REBOOT” people processes
The second step towards making the people function impactful is to
“REBOOT”.
When a computer system acts “weird”- system freezes,
shows driver/hardware error, internet speed lags etc., the first
suggestion would be to reboot the system to make it opera-
tional. Rebooting allows the computer to restart and get back
to working normally. What happens, when the system re-
boots:
 Flushes out all the random, unimportant and temporary data bogging down the system.
 Speeds up its performance
 Fixes bugs, if any ,which are connecting to opening up the system effectively.
 Saves time.
In nutshell, it is a deliberate action. It needs intervention. It helps the system to function
more efficiently. Similarly, HR function needs to REBOOT for similar outcomes as given
above.
It is critical to do a Change Readiness Audit of the organisation, before rebooting the function.
Otherwise, it will be an investment - time and efforts - in a wrong direction. The change readi-
ness audit should have a business perspective and not HR perspective.
Redefine the purpose of HR function. Why it is existing as a function. While defining purpose,
care should be taken to ensure that the purpose statement is not operational, but connects to the
emotions of people of the function and its stake holders.
Experience: Focus should be on effectiveness of the function on others. i.e. how do we create
experience to employees to get engaged to their work and improve productivity, across all levels.
There would be a need to re-look at the roles, expectations, and competency of the role holder.
Without which, HR function cannot build a productive organisation.
Brand building: HR function need to create a brand for each of its initiatives, and clearly com-
municate its effectiveness. Like any brand, study its image through appropriate feedback/survey.
Willingness to listen and act on probing questions on the effectiveness of HR needs to be encour-
aged, especially from key stake holders.
Outcome focussed: Identify and define expectations from key stake holders. Create HR Score-
card with a focus on HR Function’s future efficiency, effectiveness to key stake holders, and busi-
ness level impact. The HR Score Card should have clear accountabilities and the deliverables
should be communicated to key stake holders of each initiatives. HR function should not get into
a “tick-marking” trap (measures which only indicates volume of work done).
Organisation Capability: Redesign the Learning & Development and engagement activities with
a focus on building organisational capability with a futuristic mind. Once the overall function’s
and sub-function’s purpose are clearly defined, this redesigning would be possible.
Technology leverage - aligning all cross functions: The most critical aspect of using technology
in HR function is to understand and define current available data points, future requirement of da-
ta points. Then align with the purposes of each sub-function to define what kind of technology,
when and how to deploy.

10. Partnering to Build Actionable Knowledge: Learning Paper 6: How to build an Impactful People Function
2. “RE-FRAME” Key HR competencies:
The changing scenario makes it imperative for each potential
HR professional to reframe their knowledge, skill, attitude, and
health (KASH framework). Reframing is a technique used in
therapy (psychology) to help create a different way of looking
at a situation, experiences, ideas, relationship by changing its
meaning. Another interesting concept “Disrupt-Then-Reframe
(DTR) Technique of Social Influence1
”, pre-supposes that dis-
rupting a person's understanding of an event will facilitate a
new representation of that event.
Which are the competencies to “reframe”? There are 7 key
competencies to reframe.
1
Barbara Price Davis and Eric S. Knowles, A Disrupt-Then-Reframe Technique of Social Influence, Journal of Personality and Social Psychology 1999, Vol. 76, No.
2, 192-199 Copyright 1999 by the American Psychological Association, Inc. (University of Arkansas)
Reflection Quotient (RQ): The purpose of actions and
behaviour, and its impact on others (“the why”) need
to be reflected quite often to build a mindset open for
change. There are eight elements in a reflection pro-
cess: Accept failures; Be resourceful; Seek feedback to
collaborate; Share knowledge with others; Learn new
things; Enjoy work; Create something new rather than
tweaking on something already exists; Explore new
possibilities. Fundamentally, a reflective mind would
help to be contextually imaginative.
Emotional Quotient (EQ): Focus on avoiding emotion
based decisions, and resulting strain and stress. Ability
to balance emotions, while appreciating the realistic
elements of emotions in a context, is critical to build
this quotient. EQ in simple terms is the ability to un-
derstand, use, and manage our own emotions in posi-
tive ways to relieve stress, communicate effectively,
empathize with others, overcome challenges and de-
fuse conflict. Fundamentally, it helps to build positive,
trustworthy inter-personal relationship.
Flexibility: This is an era of “fast eats slow”. Being
flexible with the help of technology would be critical for
HR professionals to succeed. More than having in-
depth exposure to data science, data analytics, artificial
intelligence, and virtual reality etc., it is important to
have an appreciation and understanding what will be
required for the company in future and build appropri-
ate blocks today with the help of technology, which can
be up-scaled, when required. Fundamentally, it means
using technology to adapt to different contexts.
Responsiveness: One of the key issues with any func-
tion is customer responsiveness and creating experi-
ence. Non-value adding actions, which do not create a
meaningful experience at customer level is of no use.
Fundamentally, it means the ability to continuously have
a strong customer orientation (internal and external).
Articulation: Language proficiency is not the crux, but
application of it, keeping the audience in mind is critical.
Fundamentally, it means the ability to influence the key
stake holders, in different contexts.
Mind, body and soul alignment: While focussing on
the above 5 elements of reframing, we seldom forget
the most important aspect of our existence - Health. A
holistic perspective of the individual HR professional’s
health and aligning the same concept to others are criti-
cal to build a healthy, productive mind. This is also an
area of least attention by many transformation agents.
New methods like gaming with a focus on productivity
can be created to have a more meaningful work-life
balance. It is critical to extend this concept to empoy-
ees’ “key stake-holders” at home front too. Just focus-
ing only its employees will not bring the desired result.
Experiment: Ability to experiment means an ability to
take calculated risk. Until and unless the individual
has a courage of conviction, the tendency would be to
“fall-in-line”, rather than challenging the status-quo.
As professionals, it is high time for each one of us to pose and reflect.
For each organisation, it is a choice to understand the change required to make and
start moving in the desired direction or continue to live in the present,
hoping that the present continues for tomorrow too!

11. Partnering to Build Actionable Knowledge: Learning Paper 6: How to build an Impactful People Function
FEW INTERESTING BOOKS TO LEARN NEW PERSPECTIVES
Our current thoughts or processes & systems built, are influenced by theories/concepts originated before
1990s, whereas during the last 30 years (1990-2020), new concepts/ perspectives have emerged (from
varied disciplines) to help us rethink the way we thought, so far. Some of the interesting books I have
come across during the last 20-30 years, I have captured here. These books are also the basis of my pa-
per.
Co-opetition by Adam M. Brandenburger, Barry J. Nalebuff , Crown Publishing (2011)
Co-opetition is a business strategy that goes beyond the old rules of competition and cooperation to combine the ad-
vantages of both. Co-opetition is a pioneering, high profit means of leveraging business relationships.
Intel, Nintendo, American Express, NutraSweet, American Airlines, and dozens of other companies have been using the
strategies of co-opetition to change the game of business to their benefit. Formulating strategies based on game theo-
ry, the authors created a book that's insightful and instructive for managers eager to move their companies into a new
mind set.
The Chrysalis Economy - John Elkington, Wiley Publication (2001)
It explores some extraordinary cases of corporate metamorphosis as we begin the long haul from today's Caterpillar
Economy for tomorrow's Butterfly and Honeybee Economies. John Elkington has coined the currently well known term
the 'triple bottom line' – People, Profit, Plant. The book identifies how world-class corporates are taking steps towards
Triple Bottom Line, and being real Corporate Citizens.
Reinventing Organizations by Frederic Laloux, Nelson Parker Publishing (2014)
It lists different paradigms of the human organizations through the ages and proposes a new one: Teal organisation.
The latter is built on three pillars related to wholeness, self-management and evolutionary purpose. It also rests on
previous studies done by social psychologists.
The Nature of Business : Redesign for Resilience by Giles Hutchins, Green Books (2012)
Drawing on a range of theories and practices such as biomimicry, cradle-to-cradle design and industrial ecology, Giles
develops solutions which take inspiration from nature to create sustainable business transformation. Giles presents the
challenges to the prevailing “business as usual” model, explaining the pressing need for transformational change and
revealing the concepts and mindsets required to create the businesses of tomorrow.
Imaginization, Gareth Morgan, Berrett-Koehler Publishing (1997)
This pioneering work is based on a simple premise. All organization and management theories are based on images, or
metaphors, with paradoxical effects- they can create profound insights but also great distortions. Gareth shows how
managers can broaden and deepen their understanding of organization and organizational problems, and use powerful
new metaphors to shape new ways of working.
The Second Curve, Charles Handy, Random House (2015)
It explores, questions current believes and perspectives of managing organizations/external environment. Challenges
the myth that remorseless growth is essential. It is time for students, parents, workers, and voters to rethink their
roles in life. Provocative and thoughtful as ever, he sets out the questions we all need to ask ourselves – and points
us in the direction of some of the answers.
Reverse Innovation, Vijay Govindarajan, Chris Trimble, Harvard Business Press (2012)
It presents the blueprint for scaling growth in emerging markets, and importing low-cost and high impact innovations
to mature ones. Reverse Innovation will open your eyes to the fact that the dynamics of global innovation are
changing—and if you want your firm to survive, you’d better pay attention. The gap between rich nations and emerging
economies is closing. No longer will innovations travel the globe in only one direction, from developed to developing
nations.
Regenerative Leadership, Giles Hutchins, Laura Storm, Wordzworth Publishing (2019)
It draws inspiration from pioneering thinking within biomimicry, circular economy, adult developmental psy-
chology, anthropology, biophilia, sociology, complexity theory and next-stage leadership development. It con-
nects the dots between these fields through a powerful framework that enables leadership to become regen-
erative: in harmony with life, building thriving, prosperous organizations amid transformational times. The book
is a combination of theoretical frameworks, case studies, tools & practices: Everything the leader needs to be
successful in the 21st century.

12. Partnering to Build Actionable Knowledge: Learning Paper 6: How to build an Impactful People Function
How P2B Consulting can add value?
P2B can help HR professionals to appreciate the 5 tenets, RE-
FRAME their mind to REBOOT the people function to build an im-
pactful function. P2B has a process tool to look at the profession-
alism level of such personnel and customize the learning.
P2B can help your HR function to revisit its purpose and align it
with its internal customers and hand hold them for developing pro-
cess map for each sub-function.
Purpose: P2B Consulting
• To help organizations to build actionable knowledge in the field
of people processes with a focus on business outcomes.
• To help management institutions to re-wire its curriculum to
align with the external environment.
Services: P2B Consulting
• People Process Automation
• People Governance
• Performance Enhancement process
• Building Future People: Corporates/Management Institutes.
To know more about P2B Consulting and its team, visit:
www.soulsearchhr.com
To connect Baburaj and team:
write to : p2b@soulsearchhr.com or just ping on: +91
7708163366