Abstract
When a lack of bench strength for top leadership roles became a serious obstacle to execution of its new business strategy, Johns Manville had to move rapidly. It put in place new processes and tools for identifying and aggressively developing high-potential talent—at the same time requiring that managers throughout the organization take responsibility for building the company's “people capabilities” at all levels. Talent management is now fully integrated with business and operations planning and has become part of Johns Manville's organizational mindset. © 2006 Wiley Periodicals, Inc.
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