Jon Ingham (1)




Jon Ingham is a consultant, trainer, speaker, and author, renowned for his expertise in strategic and innovative people management and organizational practices. His primary focus is on facilitating learning through the Jon Ingham Strategic HR Academy, where he empowers HR professionals and teams to develop their strategic capabilities.

With a rich background spanning over three decades in engineering, IT, change management, and HR, Jon excels at helping businesses gain a competitive edge by harnessing human, organizational, and social capital. He leverages effective leadership, organization design, HR and management practices, organization development interventions, digital tools, and strategic workforce analytics.

Jon is a respected global speaker, prolific writer, and accomplished author. His notable works include ‘Strategic Human Capital Management’ (2006) and ‘The Social Organization’ (2017), along with contributions to influential publications. He has co-authored ‘Building Better HR Departments’ with Dave Ulrich and made substantial contributions to key industry references.

Based in the UK, Jon’s influence transcends borders, as he supports organizations worldwide, including Europe, the Middle East, Asia, and beyond, even in virtual settings. His strategic acumen has earned him recognitions such as HR Magazine’s Most Influential Mover and Shaker in 2019, HR Executive’s Top 100 HR Tech Influencer in 2019 and 2020, HRD Connect’s HRD Thought Leader in 2019 and 2020, and CMSWire Reader Advisory Board member in 2020.


November 30, 2022 10:05 AM

Creating capability, developing culture – which to do when and why

Culture is the most discussed aspect of organisation, even if people often mean different things when they use the word. But a more important term to use in connection with business performance is capability. Both items are intangible, but capability is more precise, and can be managed more easily to meet particular requirements. However, culture is important too, and is increasingly relevant given the need for a more people-centric approach. We usually need both, often at the same time, but which we prioritise most makes a big difference to the impacts we provide, and the way we should go about developing the two properties too. We potentially waste huge amounts of time and effort developing one when the other is more appropriate, and vice versa. Streamline your work and increase your impacts by understanding which you should focus on and when, how you should go about developing them and managing their interconnectedness too.

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