The CPO’s Role in Playing the Infinite Game: Building Organisations That Outlast Leaders - Secrets of a Chief People Officer

For decades, the Chief People Officer (CPO) was seen as the go-to person for HR processes, policies, and supporting managers with people issues. However, the role has evolved significantly, especially at the turn of the century, as businesses began recognising that talent, leadership, and culture were not just support functions but critical drivers of business success. The rise of digital transformation, globalisation, and changing workforce expectations have all reinforced the need for CPOs to operate as strategic business leaders, not just HR specialists. Today, CPOs are not just HR leaders; they are strategic co-pilots, guiding businesses through complex challenges by aligning people strategy with long-term organisational goals.

Despite this shift, some organisations still fail to leverage the full potential of the CPO. Today, I want to focus on how the best CPOs are shaping organisations built to last. A recent poll I did on leadership traits highlighted the growing expectation for leaders to drive long-term impact, and the CPO is no exception. In today’s fast-moving business world, the role of the CPO is far bigger than just HR operations. They are a key player in shaping an organisation that doesn’t just aim for quick wins but is built to last.

This months' blog explores how CPOs can help businesses move beyond short-term thinking and embed long-term, sustainable strategies into leadership, culture, and growth.

Strategy is Only as Strong as the People Who Drive It

A company’s strategy is meaningless without the right people and operating model to execute it. It's why the Target Leadership Model and Target Operating Model must go hand in hand, something I will explore in blog later this year. While CEOs and CFOs focus on financial growth and market positioning (some of what they do), the CPO ensures that the organisation has the leadership, culture, and workforce capabilities to sustain that growth.

This means:

• Hiring and developing leaders who align with and can execute the long-term vision.
• Fostering a shared culture that outlives any single executive or leadership team.
• Building a workforce that is adaptable, engaged, and committed to the company’s enduring success.

Short-term hiring tactics may fill roles quickly, but only a long-term people strategy ensures that organisations remain competitive and resilient.

Culture is the Foundation of an Infinite-Minded Organisation

Companies that play the infinite game understand that culture is more than an HR initiative—it’s a strategic asset. The CPO plays a critical role in ensuring that culture isn’t just words on a wall but a lived experience that shapes decision-making at every level. How many of you reading this know of an organisation who has lovely shiny words on a wall/website but a totally different experience inside?

What does this mean for our CPO leader; they must:

• Embed the purpose into leadership behaviours, ensuring alignment between values and business decisions. It's increasingly important that people feel connected with a purpose (or a 'just cause') and that leaders know how to do this.
• Hold leaders accountable for fostering an environment where people can thrive and contribute over the long haul. I always talk about leaders being 'for you', and these leaders embody the mindset that their role is to bring out the best in others, not show how good they are.
• Measuring success beyond engagement scores, considering factors like leadership effectiveness, psychological safety, and organisational agility. Engagement surveys were a big thing as we turned the first decade of this 21st century and whilst they still have a place, they aren't the only measure. We know that engagement scores don't necessarily translate into organisation performance (financial, employee retention etc etc).

Leadership Development as a Long-Term Investment

Short-term business strategies often lead to reactive leadership appointments, where companies hire externally to plug gaps. A CPO who plays the infinite game shifts this approach, prioritising leadership pipelines, succession planning, and continuous development over quick fixes. Easier said than done, right? What is the the first thing that gets cut when businesses see a down turn.... investment in learning and development. And, how many of us know senior leaders that forego their own development (eg. coaching) when this happens? When businesses face tough times, leadership development becomes even more critical. High-quality coaching accelerates performance and equips leaders with the tools they need to navigate challenges.

By investing in internal talent and future leaders, CPOs ensure that:

• The organisation doesn’t experience leadership voids when key executives move on.
• Cultural continuity is maintained as leaders grow from within.
• Leaders execute on strategic vision, engage employees with purpose and positively contribute to culture (when leadership development is aligned with these).
• Employees see a long-term future in the company, reducing turnover and disengagement.

The CPO as a Strategic Advisor at the Board Table

Traditionally, people strategy has been viewed as separate from business strategy. In reality, they are deeply interconnected. Despite this, CPOs are still often overlooked when it comes to securing a seat at the boardroom table. A 2022 report revealed that only 3% of FTSE 100 companies included a Chief People Officer or HR Director on their boards. This underrepresentation persists even though effective people management is essential for addressing challenges such as talent acquisition, retention, and organisational culture.

One reason for this gap is the traditional perception of HR as a support function rather than a strategic partner. Boards often prioritise roles directly linked to financial outcomes, overlooking the fact that people strategy is deeply intertwined with business success. By not including CPOs in board discussions, companies may miss out on valuable insights into workforce dynamics, leadership development, and cultural initiatives that drive long-term performance. The best CPOs push leadership teams to go beyond financial performance and think about the human elements that sustain long-term success. But to do this effectively, CPOs need a strong set of skills that go beyond traditional HR expertise.

A modern CPO is a leader of business, not just a leader of function. They need to be commercially astute, able to challenge and influence boardroom decisions, and deeply understand business models, financial acumen, and market dynamics.

To make an organisation truly resilient, CPOs must guide discussions that address:

• Whether the leadership pipeline is strong enough to support future ambitions.
• How the company’s culture impacts strategy execution—does it drive performance or act as a barrier?
• What skills and capabilities the workforce will need in 5, 10, or 20 years, and whether current development efforts align with these needs.
• How to measure and communicate the ROI of people strategy to executive stakeholders.

This is about more than just ensuring the business survives—it’s about creating a thriving, future-ready organisation.

When CPOs embed people strategy at the board level, they shift the focus from short-term fixes to sustainable growth. Businesses that adopt this mindset don’t just survive—they build enduring legacies. Is your organisation playing the infinite game?

The CPO’s Role in Future-Proofing Organisations

A business that plays the infinite game requires leaders who see beyond immediate targets. As Simon Sinek highlights in The Infinite Game, sustainable success comes from a long-term mindset, not just hitting short-term goals. The CPO is uniquely positioned to drive this shift, ensuring that leadership, culture, and people strategy are designed for enduring success.

In an era where talent is the real competitive advantage, the companies that will last are those that invest in their people for the long term. The question for CPOs isn’t just “How do we hit our numbers this year?” but “How do we build an organisation that will outlast us all?”

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