Step 2.1 - People Before Strategy: A New Role for the CHRO.

Re: Step 2.1

Fri, 20 Feb 2026 11:44:30 GMT

by Melania Kolozsi.

I like your argument. I also believe while the word is talking about the needs of a CHRO, in practice they are not prioritising. However, in the article, some quite strong examples have been brought up:
For example, when Motorola's technical team started being recruited by Apple, it was the end of Motorola; however, if they would of had a CHRO working in mapping competitors they may have been able to retain their engineers and ultimately would have not ended with motorola's downfall

Re: Step 2.1

Fri, 20 Feb 2026 11:36:53 GMT

by Melania Kolozsi.

I agree with the point you made: collaboration between the CEO and CHRO and the proposed G3 model is conceptually strong, yet it assumes that structural inclusion automatically results in strategic influence. In practice, leadership dynamics, organisational culture, and power distribution significantly affect whether HR perspectives are genuinely valued. Simply positioning the CHRO alongside the CEO and CFO does not guarantee meaningful participation in strategic decision-making.

People before strategy

Fri, 20 Feb 2026 11:30:05 GMT

by Melania Kolozsi.

I can confirm that my organisations are having CHROs at the CEO Board after reading the above article, but I don't have access to the specifics, so it's unclear to me how that is working on a daily basis. The structure of my workplace and what I can find online are as follows: Since my hotel is a Best Western Signature Hotel run by LGH, all operations management and human resources are handled through LGH. I can see that CHROs are represented at the parent company, and PDs (People Development) handle day-to-day operations with employees and human resources.

Our PD Representatives are working to make sure that onboarding and training are completed, but they feel like a checkbox exercise because, as was already mentioned, the training is generic and superficial.