How HR and Talent Partnerships Can Drive Innovation Value

Innovation as a corporate competency is becoming more embedded within leader- ship mindset and organizational structures. This has attracted the attention of Human Resources (HR), Talent and Learning & Development (L&D) groups, who are playing a more active role in supporting this thinking. Forward looking employee-focused leaders see innovation as an opportunity to respond to changing business needs, build a new organizational framework, further engage employees and drive direct financial impact.


The Urgent Intrapreneur Opportunity: An Introduction For Corporate Leaders

Entrepreneurs and their startups are the rock stars of our age. This lasting societal shift (not a fad) presents both challenges and opportunities for mature corporate organizations. As leaders of established companies once again focus on attracting, retaining and driving value from employees, intrapreneurship provides an approach to capture the enterprising spirit typically associated with younger ventures. This document outlines different types of intrapreneurs, the value they add and tactics for support.


Untapping Hidden Value: A New Partnership Model For Corporate Knowledge Management and Innovation Functions

In the current business environment, defined by some as the ‘Knowledge Age’, leadership interest is increasingly focused on Innovation and Knowledge Management development efforts. To date these functions often operate along parallel, yet discrete paths. There is an increasing need to build more effective partnerships in order to ensure ongoing success and drive additional business value.


Outside / Inside Innovation: Combining Open Innovation with Employee Networks to Drive Success

As business leaders seek additional impact from Innovation Programs, new ways to leverage and scale existing resources are being explored. One approach is to link externally sourced ideas with networks of innovation-minded employees, to generate additional business impact.


New HR and Talent Partnerships to Drive Business Value: How Innovation-Centric Approaches Improve Employee Engagement, Recruitment and Retention Results

This whitepaper explains how progressive HR leaders are focusing attention on better leveraging innovative activities. The result can enhance existing employee focused metrics, but also align HR / Talent more closely with generating direct financial impact and growth to the organization.


Training and Connecting Employees to Drive More Innovation Program Impact: A High Level Overview

As large companies build ever more sophisticated innovation ecosystems, they are training employees around innovation skills and building networks to support the newly empowered individuals. The goal is to enhance a culture of innovation and increase the flow of executed ideas. This whitepaper gives a new perspective to plan for, launch and grow these efforts.

Innovation Training and Network Development Whitepaper Series:
Developed in association with Intuit and Innovation Management (

This series of four whitepapers provide a detailed outline of key steps and examples on establishing an effective employee-based innovation training and network development approach across a large organization. The series is being released by Innovation Management ( ) and have been developed in partnership with Wendy Castleman at Intuit ( Please review the documents and feel free to contact us with any questions. The whitepaper series includes:

The Value of Training your Employees Around Innovation.

(Document 1 of 4)


Can Innovation Be Learnt?

(Document 2 of 4)


Taking Innovation Training to the Next Level

(Document 3 of 4)


Innovation Networks in Action: A Case Study

(Document 4 of 4)


Our Thinking - Case Studies

Financial Services Organization Seeks to Enhance Innovation Program Impact


  • A major U.S. based bank had a successful crowdsourced Innovation Program in place, generating a number of new ideas that could positively impact the business financials.
  • Unfortunately there was a bottleneck in reviewing and implementing ideas, due to a lack of skilled resources and unformed idea submissions.
  • The Innovation Program was sponsored by a senior leader in the organization, who was an active contributor and supporter of efforts.
  • The Program's leadership was looking for a solution to enhance the overall quality of idea submissions, increase the flow of idea execution, improve engagement and perception of the organization, and create a groundswell for a cultural change. The effort needed to be globally scalable, cost effective and the training needed to be practical and retained by participants.

  • A partnership was created with a significant U.S. based university to train employees on effective innovation skills, with a primary focus on ideation and idea communication approaches.
  • The goal was to increase the skills of employees in order to get more innovative ideas implemented, quickly and efficiently, with a longer term goal of creating additional financial impact to the organization.
  • An "Innovation Bootcamp" training effort was developed and rolled out, focused on high-potential, mid-to-junior level employees.
  • Participation was positioned as a reward, with managers actively engaged in selecting high potential participants for the training.
  • Innovation Program activities were given special priority to participate.
  • In addition, an online Portal was developed that featured regularly updated materials, publications, articles and tools, to further engage staff members in innovation activities and create a new Innovation Program communication channel.
  • Results
  • The organization was able to train hundreds of staff members around the globe on innovation skills.
  • Staff with these new skills helped identify and build more innovative ideas for the organization, contributing to a financial impact of $100 million in pre-tax contributions in 2011.
  • 90% of participants graduated from the training effort, with 85% retaining and utilizing skills within their existing roles in post-training surveys. Survey's also indicated that staff highly valued the effort and their perceptions of the organization's ability to be innovative also greatly improved.
  • Training efforts continue to expand across the organization, now sponsored by the company's President.