Sibindi, NtandoyenkosiPoole, Philip Gary2026-09-172026-09-172025-10-15https://hdl.handle.net/10566/25439Globalization has transformed the banking sector, driving integration of services and products through technological, cultural, and human resource changes. In South Africa, these shifts, reinforced by legislative requirements and accelerated by the COVID-19 pandemic, have prompted banks to adopt talent management and organizational transformation management strategies. The Fourth Industrial Revolution and the need for multigenerational and diverse talent further shape this landscape. This study examined the strategies implemented by South African banks to manage talent and organizational change in response to these dynamics, focusing on the business banking segment in the Western Cape. Using a qualitative research design, this study used a multi-case study approach and semi-structured interview-based questionnaires with twenty-six participants representing six different South African banks, in Cape Town. Thematic analysis of empirical data revealed four important themes: (a) leadership commitment as a catalyst for transformation, (b) organizational culture and resistance to change, (c) generational and demographic diversity, and (d) strategic integration of talent management with transformation initiatives. Findings indicate that leadership drives the success of transformation, culturally embedded practices, legislative compliance and emphasize the mediating role of inclusion and transformation visibility. The resource- based view, the study presents insights into the effectiveness of talent management (TM) as a driver of organizational transformation .This research contributes to the theoretical knowledge by contextualizing talent management in a banking sector upon context-specific factors, leadership intentionality, cultural openness, and generational diversity .Limitations include the sector-specific focus, regional scope and the researcher’s limited interviewing experience, which may affect generalizability. Recommendations include broader studies across regions, compliance control, integrated diversity strategies, structure career pathways, leadership development for inclusive performance management, and retention frameworks that adopt engagement and reward. These insights contribute to theory development and offer practical guidance for aligning talent management with transformation goals in a rapidly evolving banking environment.enTalent managementOrganizational transformationBankingGlobalizationFourth IndustrializationThesis