From Party Poopers to Strategic Enablers

From Party Poopers to Strategic Enablers

Working in TA, procurement, risk, legal, or finance isn’t for the faint-hearted. You’re partnering with people across the business who are laser-focused on generating revenue, delivering world-class customer outcomes, moving at lightning speed, slashing costs, and staying ahead of the competition. Meanwhile, your role – equally important, yet often misunderstood – is to protect the business, its people, its customers, and its shareholders.

So, while they’re charging ahead, you’re deep in the weeds of legislation, regulation, and risk frameworks – trying to make sure all that speed and innovation doesn’t come at the expense of compliance or future liability. Lucky you!

It’s not just technically complex. It can be tough from a stakeholder engagement perspective too. Our functions often get branded the “Party Poopers”. We’re viewed as the ones saying “no” while everyone else is trying to get work done. Laws and regulations exist to create fairness, protect people, and keep the system working – but in a fast-moving business they can feel like red tape, roadblocks, or bureaucracy for the sake of it.

So, how do some teams navigate this tension better than others?

There’s no single playbook. But in my experience, the ones who do it well shift from being gatekeepers to being enablers.

  • They approach every challenge through a lens of “how do we help the business achieve its goals safely and sustainably?”
  • They design systems and processes around outcomes, not just compliance checklists.
  • They build tools that empower colleagues, not ones that frustrate them.
  • They prioritise human-centered design.
  • They invest in education, helping others understand why regulations exist, and how to meet them without overcomplicating things.
  • They cut the forms and minimize the procedures. 
  • And importantly – they listen. They adapt. They reflect. They get a little better every day.

In short: the best teams don’t just enforce the rules. They help the business play to win – without breaking the rules.

Article By

Get more articles direct to your inbox

Upcoming Events

Long Lunch Series for Talent Leaders

Ongoing

Restaurant Bar
ATC2025 Annual Conference

28 & 29 October

TA Brew for Internal Talent Teams

Ongoing

You may also enjoy reading...

Jo Vohland and Medibank’s Andrew Retschko created interview questions to help HR and Talent Acquisition leaders prepare for a 4-Day Work Week (4DWW) pilot. From system redesign and cross-team alignment to EVP positioning and candidate experience, these questions highlight the leadership skills needed to deliver a successful 4DWW transformation.
As AI and new work models take hold, expectations on HR and Talent Leaders will intensify, with new role requirements quickly emerging. Interviews will test not only your past expertise but also your ability to lead the evolving programs of work. Jo Vohland collaborated with HR & Equitable Design Leader, Aubrey Blanche to map out some examples of Interview Questions you may soon be asked.
Thinking of hiring in APAC? Forget one-size-fits-all. From China to Vietnam, Singapore to Japan, every market moves to its own beat - culturally, economically, and legally. What worked yesterday won’t work today, and what works here might fail there. Talent pools shift, policies tighten, and candidates’ priorities evolve faster than most playbooks can keep up. Dive in to uncover the realities, myths, and strategies that actually work when expanding across East Asia - warts, wins, and all.