It's that time of year.
Budgets are being built, growth targets are being set, and leadership teams are deciding what they want to accomplish in 2027.
But even the best business strategy can fall short if the people responsible for delivering it haven't been factored into the equation.
A 25% revenue increase means more work for someone. Expanding into a new market requires the right expertise and leadership. Improving profitability may mean rethinking how work gets done, rather than continuing to add resources.
These considerations deserve a place alongside financial and operational decisions, yet the people side of the business is often addressed later.
Here are five things worth looking at to make sure your organization is ready for what's ahead.
1. Look at the work before you look at headcount.
When anticipating growth, it's natural to think about additional hires. But before adding positions to the budget, take a closer look at the work itself.
Some teams may genuinely need more people, while others may be struggling with inefficient processes, unclear responsibilities, or work that could be handled differently. AI, automation, and better systems also offer opportunities to reduce repetitive tasks and free up capacity for higher-value work.
Understand where workloads will increase, where teams are already stretched, and what could be improved before making hiring decisions. That way, you're adding resources where they'll make the greatest difference.
2. Don't assume next year's roles should look like this year's.
As businesses grow, roles evolve. Employees take on additional responsibilities, expectations change, and job descriptions don't always keep pace.
Take time to review your most important roles and whether they still reflect what the business needs. That might mean clarifying responsibilities, making better use of existing talent, developing new capabilities, or redesigning positions altogether.
This is particularly relevant when someone leaves. Rather than automatically recruiting for the same position, consider how the work has changed and which skills will be most valuable going forward.
3. Think about what you're asking of your managers.
Business growth often places new demands on leaders. A manager who was successful leading a small team may now be responsible for a much larger one. Someone accustomed to making every decision may need to delegate more effectively, while others may need to strengthen how they set expectations, give feedback, or manage performance.
These capabilities don't necessarily develop on their own.
Identify the leadership skills that matter most to your business and where managers could use additional support. Let those needs guide your development efforts rather than choosing training topics in isolation.
4. Pay attention to where things get stuck.
Every organization has areas of friction. Decisions that take longer than they should, responsibilities that fall between departments, duplicated work, or senior leaders who remain involved in too many day-to-day decisions.
These issues tend to become more noticeable as businesses grow, particularly when structures have evolved without much intentional thought.
Before adding another management layer or creating new positions, look at how responsibilities are assigned and decisions are made. Clearer accountability, better processes, or changes to how teams work together can make a significant difference.
5. Pick fewer people priorities, and do them well.
There's always more HR work that could be done. Better onboarding, stronger performance management, compensation reviews, leadership training, employee engagement, new systems. The list goes on.
But not everything needs to happen at once, and not every initiative will have the same impact.
Focus on the issues most directly affecting performance or limiting growth. If turnover is creating problems, prioritize retention. If managers are struggling, invest in their development. If outdated processes are slowing everyone down, address those first.
A few well-chosen initiatives, executed properly, will often deliver more value than an ambitious list competing for time and attention.
A Practical Exercise for Your 2027 Leadership Meeting
Bring your leadership team together and select your three biggest business goals for next year.
For each goal, work through four questions:
What will our people need to do differently to make this happen? Consider changes to workloads, responsibilities, leadership expectations, and ways of working.
Do we have the capacity and capabilities to deliver it? Identify where you're well positioned and where additional support, skills, or resources may be needed.
What's likely to get in the way? Think about existing bottlenecks, unclear responsibilities, skills gaps, or processes that could slow progress.
What should we change or invest in now? Agree on the most important actions, who will own them, and when they need to happen.
For example, expanding into a new market might require a dedicated leader, additional sales expertise, stronger onboarding processes, and clearer decision-making authority. Identifying these needs early makes it easier to allocate resources, set realistic timelines, and avoid surprises.
The result should be a short, focused list of actions that directly support your business goals.
The Takeaway
A business plan is only as strong as the organization's ability to deliver it. As your business grows, the people, roles, and ways of working that got you here may need to evolve to support where you're going.
Giving the people side of your business the same attention as your financial and operational priorities can help you avoid expensive and frustrating challenges down the road.
At Origami HR, we help growing businesses understand what's working, where gaps exist, and what deserves attention first. Our HR Diagnostic & Roadmap provides a clear picture of where things stand and a practical path forward.
👉 Ready to get your people plan in shape for 2027? Book an introductory call and let's talk about what's ahead.