Building Consistency in Talent Identification and Succession Planning
Client: One of Africa’s largest financial services groups, employing over 30,000 people and operating across multiple segments and markets
Industry: Financial Services
Focus: Talent Advisory; Talent Intelligence; Change Management; Employee Experience Design; Talent Identification; Succession Planning
What They Were Up Against
The client’s newly formed Group Centre of Expertise set out to build a strong foundation of talent and performance excellence across the organisation. The challenge lay in the absence of universally applied standards for identifying and developing talent.
Leaders approached talent conversations inconsistently, with little alignment on what “potential” meant or how it linked to business outcomes. Succession planning for critical pipelines, including senior and executive leadership, risked falling short. Without a common framework and buy-in across all levels, the organisation faced potential leadership gaps, disengaged high-potential employees, and weakened succession strategies.
Where We Chose to Focus
The discovery process revealed that while frameworks existed, they were not consistently applied or clearly understood across the business. Leaders were struggling to connect talent identification with business strategy, leaving talent reviews as theoretical exercises rather than drivers of action.
We focused on embedding a universal definition of talent and potential, integrating these with performance management and development planning, and building tools that HR and leaders could use consistently. The goal was to move beyond surface-level fixes and address root causes: lack of clarity, limited leader accountability, and minimal practical application. By emphasising immersive learning, senior leader sponsorship, and cross-functional alignment, we created a pathway for talent conversations to become meaningful, actionable, and strategically relevant.
How We Partnered for Impact
We partnered closely with the client to co-design and deliver a bespoke talent identification intervention that brought the organisations talent strategy to life. Anchored in the Yellow Seed Talent Management Framework and underpinned by the 70-20-10 learning model, our approach blended theory with practice to ensure deep learning and long-term adoption. A masterclass series was tailored to the client’s context by incorporating their specific frameworks, processes, and preferred learning styles.
To make the learning engaging and actionable, we combined immersive simulations of Talent Review Forums with action-based learning scenarios, scenario-driven gamification, and group sense-making exercises. Creative collateral, including discovery cards, reflection tools, and interactive content, helped reinforce key concepts. To ensure sustainability beyond the sessions, we developed pre-work, digital toolkits, animated videos, and leader guides, while a train-the-trainer model enabled scalability across the business.
This combination of experiential design, contextual relevance, and ongoing support shifted talent management from concept to practice, equipping leaders and HR teams to have consistent, strategic talent conversations. The result was a more confident and capable leadership cohort, empowered to make data-driven decisions that directly supported the client’s long-term business strategy.
What Shifted
The modular design of the masterclasses offered flexibility, enabling participants to move from theory to application and practice seamlessly. Beyond core talent principles, the sessions also built capability in key areas such as supporting personal development, giving feedback, holding continuous conversations, identifying development opportunities, and strengthening effectiveness before, during, and after talent review forums.
The learning experience was brought to life through tactile, interactive exercises. Real business scenarios and dilemmas helped Human Capital practitioners shift from simply understanding concepts to applying them with confidence in their day-to-day work.
Strong sponsorship and visible endorsement from senior leadership, including the Chief People Officers, attending a two-day bootcamp, gave the initiative credibility and weight. At the same time, a community of practice was established across Human Capital, creating a sense of connection, support, and alignment. Peer-sharing moments built into the masterclasses further reinforced buy-in and accountability, ensuring that learning translated into action.
Success Enablers
Flexible Modular Design
Participants could progress seamlessly from theory to application and practice, while also strengthening capability in areas such as feedback, personal development, continuous conversations, identifying opportunities, and talent review forums.
Interactive, Practical Learning
Tactile exercises and real business scenarios replaced lectures, helping Human Capital practitioners embed concepts and confidently apply them in their day-to-day work.
Visible Leadership Sponsorship
Strong endorsement from senior leaders gave the initiative weight and credibility.
Community of Practice
Building a community of practice across Human Capital helped people feel connected, supported, and aligned.
Peer-Sharing and Accountability
Built-in peer moments during masterclasses created buy-in and reinforced accountability, ensuring learning translated into action.
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