Research Brief
A recording for this session isn't published. Below is the BPI editorial brief — key takeaways, an in-depth summary, and FAQs drawn from the original session materials and the presenter's body of work.
Presenter
John Sullivan
**Webinar Recording and PowerPoint Presentation**
Description
Any review of the latest topics of interest to global business leaders would reveal that “innovation” is a key issue and area of concern for businesses large and small. After years of investing billions in research and development, many of the world’s largest companies have yet to produce any results that make the investments seem worthwhile. Meanwhile, small upstart businesses seem very adept at developing category killer products and services that pose significant challenges to established market leaders. While innovation has always been a cornerstone for such firms and General Electric and Proctor & Gamble, now more than ever before it is an issue driving corporate strategy. Senior leaders seem content that cost containment efforts have trimmed existing processes down to their most efficient stance, that Six Sigma quality efforts have driven process effectiveness forward at breakneck speed, and that outsourcing has firmly established itself where it makes business sense, but innovation for many remains elusive. Unfortunately, when it comes to spearheading efforts to drive innovation, HR professionals are once again shying away from exercising any opportunity to prove they can be strategic and actually step up to the plate as a business partner. The time has come for HR to seize the opportunity before it and become a driver in developing and encouraging corporate innovation. Innovation is something that can no longer exist as simply an expectation of research and development efforts, it must advance, be developed, and managed as a corporate wide core competence. Innovation must permeate every aspect and process of the organization. In a world of rapid change where competitors can mimic best practices and products faster than ever before, innovation stands out as the one remaining way to maintain a competitive advantage. This webinar will outline some of the key actions a modern HR organization can take to retool archaic recruiting and retention processes to focus on building a talent pool that possesses competencies critical to innovation.
Key Takeaways
- 1.Innovation is one of the only remaining ways for a business to maintain a competitive advantage.
- 2.Many large companies fail to see results from innovation investments, while smaller upstarts thrive.
- 3.HR professionals often miss the opportunity to prove their strategic value by leading innovation efforts.
- 4.Innovation must be a core competence that permeates the entire organization, not just the R&D department.
- 5.HR can drive innovation by retooling recruiting and retention processes to build a talent pool with innovation-critical competencies.
The Innovation Imperative
In a business landscape defined by rapid change, innovation has become a primary driver of corporate strategy. While cost-containment, quality, and outsourcing efforts have been optimized, the ability to innovate often remains elusive. As competitors mimic best practices and products with increasing speed, true innovation stands out as the one remaining way to maintain a distinct competitive advantage.
HR's Untapped Potential as an Innovation Driver
While senior leaders prioritize innovation, HR professionals are often reluctant to spearhead these efforts, missing a key opportunity to demonstrate their strategic value as a business partner. The time has come for HR to take the lead in developing and encouraging corporate innovation.
Moving Beyond Traditional Functions
To do this, HR must help foster innovation as a core competence that permeates every aspect of the organization, rather than being siloed within research and development. It must become an integral part of every process and function.
Building a Talent Pool of Innovators
This webinar outlines the key actions a modern HR organization can take to drive innovation. It focuses on retooling archaic recruiting and retention processes to build a talent pool that possesses the competencies critical to creating and sustaining an innovative culture.
In an era of relentless competition and rapid change, the ability to recruit truly innovative talent is paramount for organizational survival and growth. This session explores how HR can move beyond traditional recruitment to strategically identify and attract the "game changers" who will propel a company forward, even years after its original recording. The insights provided remain highly relevant for leaders striving to build a future-ready workforce.
What you'll learn
- The strategic imperative for HR to focus on hiring innovative talent.
- Methods for identifying individuals who are true game changers, not just high performers.
- How to align HR's recruitment efforts with overarching corporate strategy.
- Techniques for creating a recruitment pipeline that consistently attracts top-tier innovators.
- Understanding the competitive landscape for talent and how to gain an advantage.
- Best practices for integrating innovative hires into the existing organizational culture effectively.
Who this webinar is for
This webinar is designed for:
- HR executives and leaders seeking to elevate their department's strategic impact.
- Talent acquisition specialists and recruiters focused on high-level hires.
- Organizational development professionals interested in fostering innovation.
- Business leaders who recognize the critical link between talent and competitive advantage.
- Anyone involved in shaping their company's future workforce strategy.
Why it matters now
The need for organizations to innovate and adapt hasn't diminished; it has intensified. Companies face dynamic markets, evolving customer expectations, and disruptive technologies. The core message of deliberately seeking out individuals who can challenge the status quo, introduce novel ideas, and drive significant progress is more crucial than ever. Relying on average talent will only lead to average results, making the strategic hiring of innovators a cornerstone of sustained business success and resilience.
How leaders can apply this
Leaders can immediately apply the principles discussed by re-evaluating their current hiring metrics and processes. Consider shifting from merely filling vacancies to actively scouting for strategic talent that brings new perspectives and capabilities. Mr. John Sullivan emphasized the proactive role HR must play, suggesting that leaders collaborate with HR to define what 'innovation' truly looks like for their specific business context. This includes refining job descriptions to attract innovators, developing interview questions that uncover genuine problem-solving abilities, and creating onboarding experiences that empower new hires to contribute meaningfully from day one. By prioritizing the acquisition of game-changing talent, leaders can build teams that are agile, forward-thinking, and capable of navigating future challenges and opportunities.
About this session
Key takeaways
Watching this webinar gives you grounded, practical perspective on corporate strategy, rapid change, competitors, best practices, advantage, HR organization, innovation, opportunity, professionals, efforts, and business. Expect ideas you can use in leadership conversations, not abstract theory, drawn from John Sullivan's direct experience.
Who this is for
CHROs, HR business partners, talent leaders, executive coaches, organizational development practitioners, and senior leaders who are responsible for corporate strategy inside their organization.
Why it matters now
Workforce expectations, hybrid work patterns, and AI-driven change keep raising the bar on culture and leadership. Sessions like this help leaders make smarter, more evidence-informed decisions about corporate strategy, rapid change, competitors, best practices, advantage, HR organization, innovation, opportunity, professionals, efforts, and business.
How to apply it
Use the ideas here to challenge a current assumption on your team, design a single concrete experiment in the next 30 days, and bring one finding back to your leadership group for discussion.