MY CIPP
Following the announcement of the CIPP’s refreshed strategic direction at this year’s Annual Conference and Exhibition and its discussion in the November issue of Professional , Jason Davenport FCIPP MIoD, CIPP Chief Executive Officer (CEO), homes in on the strategic theme of ‘collaborative impact’
C ollaborative impact is one of our key strategic themes and in alignment with our other themes, is cross- departmental, to ensure it sits alongside our values, vision and mission. Of course, although a strategic theme must align internally, it should also resonate externally. And I expect collaboration is high on the agenda for any pay professional, working with stakeholders internally if delivering payroll in-house, and externally if providing payroll services. I want to cover as much internal and external impact as I can in this article. But please, we all have blind spots, so if there’s more to be done, I genuinely welcome feedback that I can act on to help strengthen the Institute and extend its reach. I often use the analogy that an organisation is a jigsaw puzzle made up of departments and teams, each contributing a perspective that shapes their why . Within the Institute, we’re no different. Internal teams support the entire operation, while Tutors and Trainers deliver learning materials. There’s also a range of external support, including Non-Executive Directors who provide independent scrutiny of governance, and member-elected Non-Executives who make up the CIPP Board. These roles are all filled by individuals with their own views, experience, talent and objectives. “I often use the analogy that an organisation is a jigsaw puzzle made up of departments and teams, each contributing a perspective that shapes their why”
To ensure the entire picture of the jigsaw puzzle can be viewed, it’s important all teams understand the part (or piece) they deliver, to make the picture complete. And, as with any jigsaw puzzle, the entire picture can only be viewed when all pieces fit seamlessly together. Collaborative impact internally therefore
Payroll Leaders from Management to Chief, Software Technicians and Developers, Pensions Specialists, Commercial and Operational Payroll staff, Benefits and Reward Specialists, Payroll Educators, Relationship Managers, Advisors and any teams involved in delivering pay to the workforce. Collaboration across the globe with our fellow organisations which are representing their country’s interests is also very important. Although each of us focusses on the legislation and changes happening within our own territories, many factors affect us all. Two examples of cross-border collaboration involve: l sharing information and intelligence around cybercrime l the impact of artificial intelligence.
relies on maintaining continuous communication channels, so that
activities are mutually understood and aligned, and shared goals support the backbone of the organisation. Managers’ meetings regularly ask attendees how they’re being supported to achieve their goals, as having a common agenda is crucial for cross-departmental awareness. It’s equally important that this approach is applied externally. Since becoming CEO, many of my relationship meetings have centred on collaboration. “We’re stronger together” is more than a motivational strapline – it’s a tested approach for tackling a variety of challenges. Working together with other Institutes, Associations, education partners, businesses and thought leaders gives a stronger voice for representation. Many of the response papers submitted to Government for white papers are led by the CIPP and many others include fellow organisations we work with, to add depth and additional context to a response. We recently announced that one of our Policy and Research Officers, Mathew Akrigg, is on secondment at HM Revenue and Customs (HMRC), working with the policy team responsible for the mandation of payrolling of benefits. It’s incredibly important for both our members and for HMRC to have Mat present, representing the profession and helping to drive collaborative outcomes from that project. Our mission statement recently changed from “leading the payroll profession” to “leading the pay professions and communities” to recognise the many roles which influence pay. This includes Payroll Technicians,
“Since becoming Chief Executive
There are many more opportunities beyond these examples to drive collaboration and achieve more together. Membership is our North Star, and we aim to collaborate closely with you, our members, to make interactions with us simpler. We will listen to your priorities and preferences to guide what and how we deliver. This commitment is central to our strategic theme of ‘ collaborative impact ’. Technology choices will be guided by the principle of ‘better by design’, helping to streamline processes, support all Institute interactions and enhance operational efficiency. n Officer, many of my relationship meetings have centred on collaboration”
Keep your eyes peeled for further detail from the CIPP’s senior leadership team on our other key strategic themes in upcoming issues of Professional .
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| Professional in Payroll, Pensions and Reward |
Issue 116 | December 2025 - January 2026
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