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Leadership Development at Goldman Sachs Case Solution & Answer

In November 1999, Goldman Sachs 11 better together to finalize a plan for the development of the revolutionary leadership. After an explosive growth of Goldman in the 1990s and his fellowship eventual introduction in 1999, selected a group of leaders from across the company to “assess future training needs and development of Goldman Sachs with special emphasis on the need a more systematic and effective approach for the development of general managers “approach. After six months of reflection, holding conversations with colleagues from Goldman Sachs, interviewing experts, and evaluation of best practices in presenting their findings to the Steering Committee came. The statement contained an integrated development plan cook concrete recommendations on how to solve several critical design issues, including: location, faculty, content, format, method, target audience, governance and sponsorship . Person who sits on the management committee was based on a formal leadership program to reach the top. How could they be skeptical? How to convince intractable bankers leaving their offices and spend valuable time focusing on what many perceived problems “soft”?
by
Boris Groysberg,
Scott A. Snook,
David Lane
Source: Harvard Business School
23 pages.
Release Date: November 3, 2005. Prod #: 406002-PDF-ENG
Leadership Development at Goldman Sachs Case Solution

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