In the context of intensifying global competition and rapid technological evolution, the identification and development of high-potential (HiPo) talent has become a core issue for enterprises to gain a sustainable competitive advantage. However, traditional management frameworks characterized by rigid hierarchies, standardized development paths, and uniform performance expectations often fail to meet the unique needs and growth aspirations of high-potential employees, leading to decreased engagement, limited capability development, and avoidable talent loss. This paper examines how flexible management strategies—encompassing four dimensions: structural flexibility, role flexibility, time flexibility, and developmental flexibility—can construct the organizational conditions necessary to support the development of high-potential talent. Based on the Resource-Based View (RBV) and Self-Determination Theory (SDT), this paper proposes a conceptual framework that maps the four flexibility dimensions to four mediating mechanisms: autonomy activation, development exposure, feedback acceleration, and commitment building, thereby driving high-potential development outcomes such as capability growth, succession readiness, and talent retention. Case evidence from the technology and professional services industries further reveals how leading organizations have put flexible management into practice. The study also identifies the moderating effects of boundary conditions such as organizational culture, industry context, individual learning acumen, and managerial capabilities on these relationships. This article contributes an integrated theoretical model and provides practical guidance for human resources practitioners to design talent structures that truly unlock the long-term value of high-potential employees.

Junting Liu. The Supporting Effect of Flexible Management Strategy on the Development of High Potential Talents in Enterprises. Academic Journal of Business & Management (2026), Vol. 8, Issue 4: 95-104. https://doi.org/10.25236/AJBM.2026.080413.

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