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This paper aims to argue that traditional talent management practices cannot lead to organizational excellence.

On the basis of their extensive HR-experience, the authors analyze common talent management practices and demonstrate the need for a different approach.

Strategic talent management should align and mutually reinforce business development and personal development to enhance strategic success.

Increasing dynamics and agility in business require HR-professionals to really master strategic thinking and practices and develop themselves as true participants in strategy development.

Talent managers should start thinking in terms of strategic capabilities for the organization.

Strategic talent management starts with the where and what of the work that has to be done and only then looks at who.

The paper introduces the new concept of A-positions where top talents and strategic organizational capabilities can reinforce each other.

This article aims to explain the why and what of strategic talent development. It shows how top talents in value-creating top positions can make a strategic difference for organizations.

Having established the differences between generic and strategic talent management, this article argues that talent management needs to be aligned with the organizational strategy. The next step is to ensure that the talents and skills of people who fulfill strategic, “difference-making” roles are best developed. You cannot standardize your talent development to achieve greatness.

Strategic talent development is a valuable and priceless investment in the future of the entire organization.

Strategic talent development is an innovative addition to existing talent management practices – not a replacement. An addition that makes the link between talent management and strategy (even) more explicit and can help organizations to make a next step in the realization of their ambitions through a targeted deployment and development of their top talents in key positions.

AS Canadians themselves will quickly inform you, this is a big, young country—Great Britain would fit into a small part of Alberta, large stretches of which are still not accurately recorded on large scale maps. Indeed, I listened to radio reports of a search for two aircraft on the first morning we were there. One aircraft (a helicopter) had been missing in the North Western Territories with a Calgary man aboard for two weeks and was eventually found crashed; the other, missing for two days, was a Cessna seaplane which had run out of fuel and punctured a float as it landed close to the shore of the Great Slave Lake. The occupants were rescued by air from this largely uncharted waste.