Remembering Who We Work For, Who We Work With, and Why We’re Doing the Work

A perspective from the support function side of the fence

I’ve always believed in the value of strong, business-aligned systems and processes.

They create order.

They provide consistency.

They help things work at scale.

But when things aren’t happening the way we want them to - especially in the parts of the business closest to delivery - how we respond matters just as much as what we expect.

Because there’s a fine line between holding the line…

…and forgetting what we’re here for.

And while I’m going to share a retail experience, this isn’t about retail.

I’ve seen the same thing in life sciences, technology, engineering, manufacturing, services.

Any time a support function loses sight of its role in the system, it risks becoming disconnected from the very business it exists to enable.

A conversation I’ll never forget

Early in my retail career, I noticed a troubling pattern.

Members of my HR team were regularly complaining about “the bloody stores” - frustrated that store managers weren’t doing some of the things expected of them.

I’d heard it one too many times.

So I sat down with the team to reframe the conversation.

“Let’s talk about the bloody stores,” I said.

“Help me understand something…”

I asked:“What does our lowest-paid store manager earn?”

At the time, it was about £15,500.

“What’s the annual revenue of our smallest store?”

Roughly £250,000.

“What are the key drivers of activity they’re juggling?”

Serving customers, staffing, stock, rotas, training, deliveries, incidents - daily, at pace.

“And how much revenue do we generate in HR?”

Silence.

“Exactly,” I said.

"We don’t generate income directly - but they do.

So the value we bring has to show up in how well we enable them.”

We walked again through the store reality: dynamic, relentless, essential.

“If our systems, our tone, our processes are making that harder—not easier—then we’re not doing our job.

Our job is to make their jobs easier.”

This wasn't about belittling HR

Quite the opposite.

It was about reconnecting to the purpose behind what we do.

Business-aligned, well-structured, and competent HR brings enormous value - through people, processes, culture, and performance.

But that value only lands when it meets the operational reality with relevance and support.

When we work with the business— - especially those at the frontline - we become a lever for success.

When we forget that, even unintentionally, we risk creating tension, delay, or disengagement.

It’s not about always accepting poor compliance or performance.

Sometimes, people genuinely don’t know, don’t agree, or don’t prioritise something that we know matters.

But how we respond in those moments is what sets the tone.

If we show up with curiosity, clarity, and intent to enable - we’re far more likely to get what we need and deliver what they need.

That’s the real value of support.

Reflection Prompt

If you’re in a support function and feeling frustrated that another part of the business isn’t doing things “your way,” pause and ask:

• Are we working in a way that enables delivery - or are we more focused on enforcing process?

• Are we truly clear on what helps our internal partners succeed?

• And - when things aren’t happening as they should - are we engaging constructively, or just assigning blame?