In this article, four respected thought leaders—Dave Ulrich, Allan H. Church, Bob Eichinger, and Roger Pearman—offer their collective perspectives on the persistent obstacles hindering talent management and succession. Among various highlighted reasons are 1) resistance to scientific evidence, 2) attraction to superficial or trendy approaches (“Bright Shiny Objects”), 3) over-reliance on singular tools or vendors, and 4) short-term focus rather than alignment with future capabilities. Regarding scientific evidence, they note: “we are amazed at the number of “repackagers” who don’t produce or even refer to the foundation science but use new words for old ideas. Sometimes, this is intentional, but other times, they don’t know or care to know the past science, research, and insights already available.” The article includes recommendations for overcoming these challenges and includes a list of a few of the elements within talent management that have been confirmed through science. These aspects span from “three-point scales don’t work well to self-assessments are often suspect, mainly when used as the only input.” One suggestion I have to encourage greater adoption of scientific research in organizational talent practices is simplifying the presentation of scientific research studies, focusing on practical, real-world implications rather than complex formats and language. This approach has the potential to substantially benefit practitioners by significantly enhancing the value derived from scientific research.