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The second machine age comprising digitisation had forced businesses to reinvent their processes in keeping with the technological advancements and emerging competition. The leadership ideology now focused on digital savvy talented leaders with high potentials and unique abilities. There was a need for remaining continuously relevant in the constantly changing global business scenario. A high potential (HiPo) employee was identified as having the potential for successive leadership positions and required focused career development planning. The business dynamics had changed particularly under the influence of the technological advances like data science and business innovations. Quick digital transformation was pertinent for gaining a competitive edge and ensuring healthy business growth. In this highly variable business environment, HiPos were required to deliver speed of output, respond to internal and external stimuli, make speedy decisions, learn fast and achieve consistent adaptation. Further, they had to skilfully carry out relevant course corrections for optimum utilisation of identified opportunities. Onus was on the management to provide HiPos with formal developmental options and mentorship. Organisations experienced increased employee engagement, improved retention of talent alongwith quality development of current and future leaders. Businesses essentially had to provide challenging projects and necessary exposures to HiPo employees to ascertain their retention. In the prevalent global business environment, would organisations be able to provide a sense of purpose to HiPos and also succeed in achieving their organisational objectives?