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Leadership and Talent

Driving value through leadership and talent development.

Most efforts at developing leaders and talent fail, yet the need for exceptional leadership at all levels has never been clearer. It is only by tightly linking leadership and talent development to value creation that companies drive sustainable superior business performance.

Today's business context—marked by globalization, more and varied stakeholders, and economic, political, and social instability—presents unprecedented complexity. The need for strong leadership and talent has never been greater than it is today, driving the need to focus on:

  • Recruiting and retaining leaders and talent amid a growing global talent shortage
  • Maintaining a robust pipeline of strong leaders and talent to drive strategic objectives
  • Ensuring that workforces and leaders have the necessary skills and capabilities to drive business impact

To address leadership and talent challenges, companies are investing in suboptimal leadership development and talent programs. These programs take place outside of day-to-day business, are disconnected from companies' strategic business priorities, and often are not harmonized with one another or with companies' talent systems. This approach is both resource-intensive and value-draining—and leaves companies no better able to achieve strategic business objectives.

The key to sustainable business performance is a tight linkage between capability-building and value creation. Either done in isolation of the other leads to inferior, unsustainable outcomes. Together and tightly integrated with value creation, leadership and talent development can be an engine by which companies consistently outperform against objectives—and competitors.

Developing Effective Leaders

Companies around the world spend more than $40 billion a year on leadership and talent development initiatives, but fall short in terms of returns on investment. BCG’s Debbie Lovich explains why this happens and how to address and overcome these challenges.

People & Organization
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