Transforming Talent for a Transformed Industry

At the start of the year, ChapmanCG partnered with BAT to host a Global HR Leaders Forum at BAT’s London offices. The session brought together senior HR leaders from a range of industries to explore how people strategy must evolve when organisations are undergoing a fundamental reinvention.

Rather than focusing on theory, the discussion centred on lived experience. BAT shared reflections from its ongoing transformation journey, offering a practical lens into the challenges HR leaders face as purpose, operating models and talent expectations are all shifting at pace.

HR at the Centre of Transformation

A consistent theme throughout the session was the expanding role of HR during periods of sustained change. As organisations transform their portfolios, ways of working and leadership models, HR is increasingly expected to serve as both a cultural anchor and a change catalyst.

Participants reflected on the tension this creates. Transformation demands speed and decisiveness, while trust, engagement and capability take time to build. The discussion explored how HR leaders can help their organisations navigate this balance without losing sight of long-term people outcomes.

Purpose, Culture and Credibility

The conversation repeatedly returned to the role of purpose in reinvention.
While purpose is often positioned as a stabilising force, leaders acknowledged that it retains credibility only when employees can see how it is translated into everyday decisions, behaviours and career opportunities.

There was broad agreement that culture cannot be treated as a supporting workstream. In times of change, culture becomes the mechanism through which strategy either succeeds or stalls. HR’s role in shaping clarity, consistency and fairness was seen as central to sustaining momentum.

Leadership and Capability for What Comes Next

Another area of focus was leadership readiness. Participants discussed how leadership expectations are evolving as organisations move away from legacy models and towards more consumer-centric, digitally enabled and globally connected ways of operating.

The group reflected on the importance of clearly defined capability pathways, visible development opportunities, and leadership models that reward adaptability as much as experience. Without these, transformation risks creating uncertainty rather than opportunity for talent.

Final Reflections for HR Leaders

The session concluded with a shared set of reflections relevant to HR leaders across sectors experiencing disruption or reinvention:

• Culture must be actively shaped, not assumed
• Purpose needs to be experienced, not just articulated
• Capability building is an ongoing requirement, not a one-off intervention

These themes resonated strongly across the room, reinforcing the idea that transformation is ultimately a human process, not merely a structural one.

Continuing the Conversation

ChapmanCG would like to thank the BAT team for hosting the forum and for facilitating an open, thoughtful discussion. We are also grateful to the HR leaders for sharing their perspectives and experiences.

We look forward to continuing this dialogue at future ChapmanCG HR Leaders events as organisations across industries continue to navigate change, reinvention, and growth.