Against a backdrop of economic volatility, rising cost pressures, technological disruption, and changing workforce expectations, the demands on leadership have never been greater.

For Chief People Officers, the question is clear: how can they rise to meet the confluence of challenges while shaping a future-ready workforce?

These pressures are further amplified as the world shifts from a VUCA to BANI (brittle, anxious, non-linear, and incomprehensible) environment. Unlike VUCA, which emphasised unpredictability and change, BANI reflects a deeper sense of instability and emotional strain.

In this landscape, the talent agenda has surged to the top of boardroom priorities, with CPOs expected to go beyond traditional HR functions. At a time of heightened uncertainty, HR is no longer just about operations but about building a workforce that can adapt and thrive.

The evolving role of CPOs

With the warp-speed advancement of AI, CPOs must navigate how technology is reshaping the workforce. AI is already transforming the way people are hired and managed, on top of the immediate operational challenges posed by its adoption within established ways of working. The most high-impact CPOs are proactively rethinking how AI and human capabilities can work in tandem to drive value.

However, AI is just one facet of the transformation CPOs are navigating – changing workforce dynamics add another layer of complexity. For example, younger employees are redefining traditional notions of success. They increasingly seek purpose-driven roles that align with their values, prioritising diverse learning experiences over tenure, promotions, or monetary rewards.

At the same time, economic volatility is pushing companies to optimise resources, forcing CPOs to balance productivity with preserving culture. Employee well-being and an inclusive, learning-driven workplace are now essential for resilience.

Taking these examples into account, the CPO’s ability to act as a "superconnector" and enterprise leader is becoming paramount. As one APAC CPO shared, “There is a broader capability around being able to look at the external trends and translate that into your organisation’s strategy execution and then into the changes you need to make to the people, processes, and system capability built internally.”

Embracing the superconnector Role: New skillsets and capabilities that matter

As CPOs step into their roles as superconnectors, they go beyond the traditional HR remit to become strategic partners in driving business outcomes with an enterprise mindset.

An APAC CPO mentioned, “HR should be coming to the table with a forward-looking opinion rather than waiting to be asked or waiting to respond to something that is happening. We should use the people capital lens to challenge long-term organisational strategies and plans.”

To excel, CPOs must first adopt first-principles thinking and be willing to challenge traditional approaches in order to address the most critical issues with fresh perspectives and a strategic mindset.

They must also recognise the importance of close business partnering. Aligning people strategies with financial and operational goals ensures real business impact. Deep collaboration with the C-suite enables CPOs to integrate talent initiatives with long-term growth.

Additionally, as AI and analytics reshape workforce strategies, the ability to use data-driven decision-making while maintaining a people-first approach helps foster trust and engagement.

Looking ahead, CPOs must hone their ability to see around corners – anticipating future challenges and proactively preparing their organisations for what lies ahead. Those who can effectively balance immediate workforce needs with long-term strategic goals will emerge as true business enablers.

It goes without saying that cultivating a culture of agility and learning is fundamental for organisations to thrive in a sustained way. This involves envisioning the future, acting with purpose, orchestrating ecosystems, and harnessing the power of others to strengthen meaningful connections across people and organisations. By embracing continuous learning and adapting to change, they can navigate complexity and build resilient, purpose-driven teams.

CPO engagement with the CEO and board

The talent agenda has become more prominent than ever to boards and CEOs in the BANI environment, driven by growing concerns around workforce resilience, leadership succession, and culture transformation. This shift is reflected in the CPO’s increasing engagement with the board. Several CPOs have even been appointed to the boards of organisations that prioritise executive succession, among other key people topics that shape workforce strategy and business resilience.

Embracing their role as superconnectors will help CPOs elevate their influence and better guide their organisations through disruption. A key question for CPOs, or aspiring ones, to consider is, “What skills would my CEO or board want in this role that I don’t bring today?” Proactively addressing this will ensure they remain indispensable partners in shaping the workforce of 2025 and beyond.