In the first article of this series, we explored the HR multiverse – a planning model that prepares for multiple simultaneous futures in an unpredictable world. In the second, we looked at how internal mobility allows talent to flow in response to shifting business needs, preventing bottlenecks and boosting retention.

In the third and final instalment in this series chronicling how to respond to uncertainty, we zoom out even further and ask: what kind of organizational structure allows this flexibility to happen on a large scale?

In most companies today, the formal organization chart is still king. But in a landscape defined by ambiguity – new tariffs, AI acceleration, climate-driven supply risks – rigid hierarchies are no longer fit for purpose. What employers need instead is a structure that’s flexible, fluid, and skills-based.

And many companies are already evolving in this direction. A 2024 Deloitte report found that 45% of employees and 42% of HR leaders believe job roles and descriptions are outdated. Meanwhile, the shift to skills-based organizations, where roles are defined by capabilities rather than titles, is beginning to accelerate across industries.

One powerful example of this agility in action is Volvo’s implementation of an agile teams methodology across 700 teams and 9,000 employees. Their internal assessments found not only greater speed to innovation but also improved employee engagement as team ownership and purpose increased.

For employers, this structural transformation means shifting their own practices, such as:

• Quarterly talent reviews instead of annual ones.
• Performance systems that assess contribution across projects, not just in-role.
• Learning platforms that push on-demand development, aligned with shifting skills needs.
• Career paths that look more horizontal rather than vertical.

It may initially sound a bit chaotic but, in reality, it’s controlled, strategic flexibility – and it works. Agile organizations outperform their peers in both innovation and employee satisfaction, especially during volatile periods.

Ultimately, structure is strategy. The way employers organize their people says everything about how ready they are to adapt. And when uncertainty is the norm, fluidity needs to become the foundation that leaders are working from.

So as we close out this series on thriving in the HR multiverse, here is the core truth: we may not know exactly what the future holds, but we can build systems, structures and cultures that let us respond with confidence, creativity and efficiency.

If you would like to discuss how we can help you achieve this, please get in touch with us today!