Many organizations articulate how important specialists are to the organization. Yet very few organizations have supporting architecture and structured development programs for specialists — at least not beyond a title structure and purely technical training. Organizations need an enduring specialist architecture that enables the entire organization to work with and talk about people matters in a consistent way. This architecture needs to set common standards for both performance potential and development, differentiated by different levels of specialists. It should also establish language and processes to address issues, identify problems, and exploit opportunities effectively, as well as data for making decisions about everything from job transition to performance. This book will guide you on how fill the gap and get the necessary Specialist Pipeline architecture in place.