First of all, there is often a poor integration of such roles into what the company itself defines as its core business.

In addition, there is a lack of appreciation due to sub-optimal communication of actions and successes; economic constraints as a result of an only P&L-driven internal management logic; poorly managed interfaces to relevant adjacent departments; and a lack adequate processes, structures and the corresponding management of the same.

Many organisations accept these failings and inefficiencies as a necessary part of doing business, in the sense that there is no alternative. I do not believe this is true. I am convinced that companies are facing a paradigm shift. Many of the support functions that were once considered 'non-core business functions' will become much more critical to success in the future, particularly against the backdrop of current developments - increasing digitization of entire business models and their value chains, the often invoked 'war for talent' and an increasing awareness of the need for more sustainable concepts.