<p>This research addresses the critical need to study human capital and organizational design in the construction industry. To overcome the scarcity of literature on the functionality and responsiveness of organizational charts, this study carries out a comparative analysis of large-scale construction projects in Chile and Peru. Using a multiple-case study approach and a Complex Adaptive Systems (CAS) framework, the research examined how organizational structures configure and adapt to local contexts through semi-structured interviews, exploring the influence of external factors such as regulations, the market, and culture on the design of organizational charts. The results reveal that while Peruvian structures tend toward centralization influenced by cultural factors, Chilean structures exhibit greater horizontality. Furthermore, Lean philosophy emerged as a key contextual factor that facilitates organizational adaptability in complex environments. The study concludes that organizational adaptability is not merely a product of formal design, but an emergent property driven by the interaction between formal roles and management practices. These findings contribute to a deeper understanding of how construction firms can configure their structures to better respond to project complexity. For future research, it is proposed to explore the correlation between the complexity of organizational charts and project performance, using quantitative and qualitative indicators, and analyzing the evolution of organizational structures throughout the project life cycle. In addition, it is suggested to investigate the impact of digitalization and agile methodologies, as well as to conduct longitudinal studies to assess the resilience and adaptability of organizational charts to regulatory and market changes.</p>