ABSTRACT
After having developed 380 leaders, innovators, and specialists during the first six years of their talent development programme, the Danish pump manufacturer, Grundfos, takes a step back, assesses the initial results of their award winning Talent Engine, 1 revisits the programme, puts it on hold and re-aligns it with the organisation’s objectives and strategies. This case describes the Grundfos Talent Engine, which ran from 2009 until January 2016; the issues that Grundfos had to consider during the introductory phase of the programme; the lessons learned, and plans on how to move forward. It illustrates how a leading multinational exercises agility to develop talents during a crisis and to keep pace with constantly changing market trends.
