In this article, we explore how differences between generations can affect the way organizations recruit and build teams, deal with change, motivate and manage people, and boost productivity and service effectiveness. Global companies often base their talent strategies on an oversimplified picture of their global workforces by assuming the same generations exist across the countries where they operate. Based on native language literature review in ten countries, as well as interviews and focus groups, we found that how generations are defined, and the characteristics, values and preferences of each generation are country-specific, and cannot be accounted for by the western generational model. As each generation enters the workforce, they introduce a unique set of motivations and strengths to the workplace. A successful talent strategy will hinge on an organization’s understanding of what makes its employees tick in the same way that broader business strategy relies on an understanding of differences between its myriad customer groups.