ABSTRACT
Most mid- to large-size organizations typically have a well-defined and articulated strategies. Just as effective leadership development is not a one-and-done, implementing Strategy-Driven Leadership Development should not be envisioned and implemented as an human resources program but as a core business process that can be improved and advanced over time. Talent pools are limited and do not reflect the real bench strength of the organization. Agile, high-potential, and high-professional talent becomes frustrated and leaves the company. High Professionals, Adaptable Professionals, Emerging Leaders, and High Potentials employees get frustrated by a lack of challenging work and growth opportunities. Key talent as well as managers may become frustrated because the only hear words and see no action. Talent data stays as data and does not become “talent intelligence.” There is little understanding of whether the talent process is under control or not, so it’s unclear when corrective action is needed.
