After a period of phenomenal growth more than doubled the company's
employees and increased its retail locations five-fold, the need
for internal leadership candidates became dire.
"The rapid growth created a frenzy of about 2,000 promotions from
our flagship brand, emptying our bench to fill key leadership spots
in other brands. The pipeline was dry," says Mary Pater, director
of talent management and learning strategy at Luxottica Retail. The
known talent pool was down to about 30 people when the training and
development organization became involved.