This chapter examines the issues involved for those Leading HR in linking HR to business model change. It

1.
unravels the reality behind business model change based on a range of interviews with senior line and HR professionals;

2.
outlines and explains the business context for a number of organizations;

3.
uses these data to develop a taxonomy that are situated in practice. This taxonomy lays out four different ‘political’ spaces that HR has to operate in; and

4.
identifies four separate transitions that those Leading HR have to cope with and keep strategically aligned.