Lupin, a transnational pharmaceutical company, had put in place a talent management process to ensure achievement of its ambitious organisational goals. The company emerged successful in creating acceptance for talent management in the organisation. But a few challenges persisted, most critical of them being: how do you manage talent in a high-growth industry that is insular and domain-focused, without jeopardising the relationship-oriented culture and hierarchical structure of the organisation? The case encourages participants to think about the issues faced by Lupin in the design and implementation of its talent management goals and possible action plans to meet these challenges.