In many Indian startups, HR is often seen as a support function - managing payroll, hiring volumes, or compliance checklists. However, a recent @HBR study emphasized the value of strategic HR in shaping organizational purpose, culture, and long-term talent retention. Still, many startup founders, especially in early stages, hesitate to cede people-related decision-making to seasoned HR professionals.
The question is, can visionary founders make space for visionary HR? In a hyper-growth environment, where every decision impacts culture and speed, HR needs to sit at the strategy table—not just file behind it. Yet this shift requires founders to unlearn their command-and-control instincts and treat HR as a co-leader.
Have you witnessed this transition in your organization? What helped your leadership evolve from reactive people management to proactive people strategy? And if you’re in HR—how do you claim that seat at the table when it’s not automatically offered?
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The question is, can visionary founders make space for visionary HR? In a hyper-growth environment, where every decision impacts culture and speed, HR needs to sit at the strategy table—not just file behind it. Yet this shift requires founders to unlearn their command-and-control instincts and treat HR as a co-leader.
Have you witnessed this transition in your organization? What helped your leadership evolve from reactive people management to proactive people strategy? And if you’re in HR—how do you claim that seat at the table when it’s not automatically offered?
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