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The client, a financial services conglomerate, started the journey of identifying and nurturing potential very early on.

The process had shown promise as several of their current middle and senior managers came from this programme.

The goal was to now take the programme to another level of objectivity and rigour, deliver business impact and also ensure that the assessment carried forward the journey to developing this talent with the right inputs.


The process identified 60 high potential Emerging Leaders from a pool of 250, for a sustained two-year journey – this was a ready talent pool for taking on specific roles that came available across the group companies.

Complete engagement of the organisation was witnessed in talent identification and development, including participants and line managers.

Analytics showed insights regarding talent pipeline in different parts of the business, resulting in actionable and differentiated measures.


Sessions were carried out with internal teams, to refine and refresh the competencies required of Emerging Leaders.

BasilTree designed the process combining assessments led by business managers, and through a series of Assessment Centres.

Assessments integrated potential, performance and preferences of the individual.

One on one feedback for participants was carried out to facilitate development.

A developmental journey lasting two years, and based on 70-20-10 principles, was designed for the high-potential managers.