In times of global challenges and accelerated changes in the market, the connection between strategic planning and organizational design has become indispensable for ensuring financial efficiency and sustainable business results. Planning well for the year is just one piece of the puzzle; without the right people with the right skills, the execution of the strategy is compromised, directly impacting the success of the organization.

PWC's latest CEO Survey 2025 has revealed that the urgency of business reinvention remains at the top of CEOs' agendas, both in Brazil and globally. In Brazil, despite optimism about the economy, one concern has grown: 45% of executives believe that their businesses will not be viable in the next 10 years if they continue on their current course, a significant increase on the 41% recorded last year. This scenario reinforces the need to transform not only operating models, but also talent, innovation and ESG (Environmental, Social and Governance) strategies.

According to last year's survey, many CEOs were already dealing with falling confidence in revenue growth. One of the main factors behind this insecurity was the lack of skills in the workforce, considered to be the second biggest challenge under leaders' control. The latest edition of the study points out that to shape the businesses of the future, organizations must bet on innovation, artificial intelligence (AI) and new talent strategies as pillars to achieve financial efficiency and remain competitive.

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The Financial Impact of Wrong Organizational Design Decisions

When organizational design is not aligned with strategic planning, the consequences are noticeable in both financial indicators and employee engagement. Global data shows that companies that hire the wrong people for the business challenges suffer:

• High turnover: Misaligned hires generate additional costs in terms of dismissals, new selections and onboarding. It is estimated that replacing an employee can cost up to 2 times their annual salary.
  
  
• Low productivity: When teams don't have the right skills, the pace of strategy execution is compromised, leading to delays and missed opportunities.
  
  
• Reduced financial efficiency: Poorly executed projects, rework and inefficiency in processes have a direct impact on the organization's financial results.
  
  

These challenges show that building a well-structured organizational design is fundamental to successful business planning. Placing the right people in the right positions is not just an HR issue, but a strategy for survival and prosperity.

The CHRO's Role in Solving Business Problems

In this context, what does a CEO expect from a CHRO? More than ever, the role of HR leadership goes beyond traditional people management and enters the strategic field to solve real business problems. Some crucial areas of action include identifying the skills needed to execute the strategy, mapping gaps and creating plans to attract or develop talent in line with the challenges. In this process, skills-based hiring emerges as an essential pillar, ensuring that new employees have the specific skills to meet the strategic demands of the business, reducing hiring errors and increasing financial efficiency.

In addition, redesigning organizational structures is essential to improve agility, efficiency and alignment with business goals. This includes evaluating working models to optimize execution. Ensuring that the expected values and behaviours are integrated into the organization's routine is also indispensable, promoting accountability and a focus on results. 

In an era of continuous reinvention, organizational design and people strategy are determining factors for the success of any company. CEOs and CHROs need to work in synergy to ensure that strategic planning is not just a good intention on paper, but a viable and effective reality.

Thus, the future of corporate leadership will be in the hands of those who know how to integrate planning, people and results in an agile and strategic way.

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