What do Novartis, GE, Roche, Costco, Haier, IKEA, Google, Haier, Ford, Tata, Starbucks, LG, Siemens, P&G, Huawei, DuPont, Unilever, Apple, Disney, 3M, Johnson & Johnson, IBM, ABB, Toyota, Roche, Amazon, Ritz Carlton, Southwest Airlines, Wipro, Nestle, Shell, Panasonic, and Facebook have in common? The answer is that they all take very seriously the concept and practice of managing their people as valuable human capital, as talent, as a high value corporate asset. They link this talent to the leadership, values, company culture, strategies and the external environment of their companies. They use analytical tools and techniques that are understood and supported by everyone, all for the explicit purposes of being excellent, flexible and adaptable to serve the current and longer term interests of all their stakeholders. Not only has talent management become seen as totally necessary for organizational sustainability and competitive advantage, it has become one of the most widely discussed topics in management by academics, consultants, senior executives and managers for almost twenty years under the label of ‘‘talent management’’ or ‘‘global talent management.’’ Because the conditions that have given rise to this phenomenon are only accelerating, without question it is very likely this will continue. Managing talent or practicing talent management (TM) or global talent management (GTM) extremely well is not a choice for companies but a mandate for companies that want to succeed and excel. To manage talent well requires managers to make choices, many choices indeed because there is no one best way or one best set of policies and practices. This article is about those choices and offering a framework for thinking about