The Interplay Between HR and the Chief of Staff: Rethinking Influence and Organisational Design

As organisations adapt to shifting business models, advancing technology, and new ways of working, HR continues to redefine its role as both a strategic enabler and a cultural steward. At our ChapmanCG HR Leaders Forum in Amsterdam, hosted by TomTom, the discussion focused on how HR functions are evolving to align business priorities with human outcomes, and how new roles, such as the Chief of Staff, are influencing that balance.

From TomTom’s global HR transformation to the emergence of the Chief of Staff as a strategic partner, we explored what it truly means to create a fit-for-purpose organisation where strategy, structure, and culture are in sync.

Transformation at TomTom: From Fragmentation to Focus

A highlight of the session came from our hosts, TomTom. They are still a founder-led organisation and are undergoing a significant HR transformation journey. Yet only a few years ago, HR at TomTom operated in silos, 90 professionals spread across multiple countries, often disconnected from the business and from each other.

Today, that picture looks very different. Through a deliberate shift in mindset and structure, TomTom has evolved:

• From silos to a globally consistent people strategy
• From back-office functions to strategic, problem-solving teams
• From 90 to 70 HR professionals, but with sharper focus and clearer impact

A newly created People Products Team exemplifies this transformation. This new team tackles business-critical challenges such as engineering productivity and embedding the customer firmly at the centre of the people strategy.

This evolution demonstrates how HR can transform itself from a transactional support function into a core enabler of performance and innovation.

Redefining the CPO’s Value: Advisor, Architect, and Culture Keeper

As organisations evolve, so too does the role of the Chief People Officer. The conversation explored where the CPO delivers the most value today, and how that value continues to expand:

• Advisor to the CEO – ensuring people strategy is inseparable from business strategy.
• Future-proofing – recognising that what works today may not serve tomorrow’s challenges.
• Balancing cost and culture – delivering ROI on employee investment while maintaining identity.