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Organisations across industries agree that talent is their most valuable asset, yet very few are able to demonstrate how that asset is being intentionally developed, mobilised, or retained. Shortage of talent is not the issue, but it is the lack of visibility into the talent that exists.

The missing piece: visibility and development

Talent teams today grapple with three systemic constraints:

• Fragmented systems make it challenging to connect skills, roles, and learning pathways.
• Low adoption among employees and managers means development conversations rarely translate into action.
• No real-time insights prevent leaders from assessing whether investments in talent are translating into outcomes.

Most organisations successfully define performance management, but few define talent development with the same rigour.

What is that talent imperative?

Forward-looking organisations - Futurists who are building the next era of work - are shifting from “filling roles” to “developing capability pipelines.” Rather than treating talent as a resource to consume, they are treating talent as an asset to invest in. This shift is being enabled by a unified approach to talent management, one that connects role expectations, career paths, skills development, and mobility.