Market intelligence is most useful before a vacancy exists, not once it is urgent.
Talent mapping is often commissioned in reaction to a resignation. Its value is highest before that point, when there is time to act on what it reveals.
A useful map answers where relevant capability sits, how deep the pool is, and which adjacent sectors produce transferable experience.
It also surfaces an uncomfortable but useful question: if the requirement cannot be met at the price and location assumed, what should change — the specification, the structure, or the expectation?