ABSTRACT
In setting up a global function, there is the inherent danger that the team itself will become fragmented, resulting in the gradual erosion of the use of standard tools and processes across the function, leading in turn to an overall degradation of service levels. Developed around a series of core specialisms, the structure does not lend itself to a natural progression through the HR function or knowledge sharing between teams, and end-to-end career paths are limited.
