Although companies are spending billions of dollars annually on leadership development and talent management, few are seeing the desired impact on business results.
The problem is both ongoing and systemic. In an annual global survey conducted over the last eight years, "managing talent" and "improving leadership development" have consistently remained in the red zone of future importance and low current capability. This situation has continued, despite exorbitant spend on leadership development and talent management. Among the factors handicapping leadership and talent initiatives are a focus on certification versus learning, fragmented talent management systems, and a disconnect between capabilities and business strategy.
These issues can be avoided—and business performance accelerated—by companies that are able to effectively link value creation with capability building and talent development. These companies stand to gain significant tangible value by getting it right.