The Evolving Role of the CPO in Growing Businesses

Businesses are still having to adapt rapidly, and with that, the Chief People Officer (CPO) role continues to expand in scope and complexity. At the latest ChapmanCG HR Leaders Forum in Amsterdam, we gathered a dynamic and diverse group of people leaders to discuss how their roles and functions are evolving to meet the demands of growth, innovation, and uncertainty.

The discussion encompassed AI adoption and cross-functional influence, as well as the human burden of managing ongoing transformation. Below are the key themes and reflections that emerged from the conversation.

Managing Constant Change and Framing it Effectively

A key point of discussion centred on how we approach change. Should it be framed as continuous improvement rather than ongoing disruption? Regardless, there is a growing need to assess the impact of transformation not only on business performance but also on people and well-being.

Gen AI and the Expanding Remit of the People Function

Generative AI continues to reshape the discussion surrounding the future of work. The group examined the CPO’s role in early-stage adoption and governance, covering philosophical alignment, capability building, ethical considerations, IP protection, and the broader implications for operating models.

A consistent message emerged: launch small, iterate quickly, and avoid overthinking. Beginning with a shared philosophy can help cultivate a more grounded approach to metrics, measurement, and strategic planning.

Integrating Commercial and People Strategies

CPOs are increasingly acting as integrators and enablers—bringing together IT, communications, sales, product development, finance and other business functions to develop cohesive strategies. This integration is not only necessary but also powerful. It ensures that people decisions are aligned with commercial realities and that the human aspect of transformation or lets say ‘continuous improvement’ is integral.

Balancing Strategy with Experimentation

There was consensus that experimentation is essential—but it must be grounded in the fundamentals. Controls must be in place to mitigate risk, and these should be regularly reviewed, not only from the top down but ideally from the bottom up and across functions.

AI was viewed not merely as a technology discussion, but as a means to stimulate more meaningful conversations around the business’ journey. Some CPOs shared instances of using ChatGPT to generate clearer, more structured discussion points—assisting teams in getting to the core of complex issues more efficiently.

A Reimagined Role for the CPO

What became clear throughout the conversation is that CPOs in many SME’s are redefining the boundaries of their roles. They are not merely custodians of people strategy—they are catalysts for the evolution of business.

The message to HR leaders was clear: ask the difficult questions. Speak up when things do not make sense. Push beyond the traditional remit and become familiar with the organisation’s P&L and broader macroeconomic context. Be analytical, remain curious, and bring courage to the table.

It is a privilege to have visibility across functions. With that comes the duty to speak uncomfortable truths – requiring strong relationship management skills including diplomacy and clear and concise communication skills.

Looking Ahead

As businesses continue to navigate uncertainty and build and grow efficiently, it’s clear that the CPO’s mission is to consistently assess what the business needs, what the teams need and what the individuals need to succeed—and then concentrate tirelessly on how to deliver it.