It's only helpful if it adds something to the feedback loop. That's what an organization and its projects need at every stage: healthy feedback. If it's too far

It's only helpful if it adds something to the feedback loop. That's what an organization and its projects need at every stage: healthy feedback. If it's too far into fantasy, it gets forgotten and replaced with something more expedient; if it goes completely unaddressed, the absence manifests as some other failure. So, early org chart is only useful if it doesn't jump too far ahead of what the business is: If you discover you need a different organization to execute on the plan, there's no point in planning for scaling the existing one out. But if what's being followed is a "hire a great team and great things will happen" kind of plan, then there's no conflict since it just means you've considered both near and long-term aspects of building a great team.