Abstract
Purpose This article aims to explain the why and what of strategic talent development. It shows how top talents in value-creating top positions can make a strategic difference for organizations. Design/methodology/approach Having established the differences between generic and strategic talent management, this article argues that talent management needs to be aligned with the organizational strategy. The next step is to ensure that the talents and skills of people who fulfill strategic, “difference-making” roles are best developed. You cannot standardize your talent development to achieve greatness. Findings Strategic talent development is a valuable and priceless investment in the future of the entire organization. Originality/value Strategic talent development is an innovative addition to existing talent management practices – not a replacement. An addition that makes the link between talent management and strategy (even) more explicit and can help organizations to make a next step in the realization of their ambitions through a targeted deployment and development of their top talents in key positions.
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