16/01/2022, 17:39 Leadership Development at Goldman Sachs Case Solution and Analysis, HBS Case Study Solution &

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Leadership Development at Goldman

Sachs Case Solution
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In November 1999, 11 ‘best gathered by Goldman Sachs to put the final touches on a
revolutionary leadership development plan. After explosive growth Goldman in the
1990s and its eventual IPO in 1999, a diverse group were selected by leaders from
across the company to “assess the future training and development of Goldman Sachs,
with a particular focus on the need for a systematic and effective approach to the
development of managers. “After six months of brainstorming, stick to … Read more »

In November 1999, 11 ‘best gathered by Goldman Sachs to put the final touches on a
revolutionary leadership development plan. After explosive growth Goldman in the
1990s and its eventual IPO in 1999, a diverse group were selected by leaders from
across the company to “assess the future training and development of Goldman Sachs,
with a particular focus on the need for a systematic and effective approach to the
development of managers. “After six months of brainstorming, talking with Goldman
Sachs colleague, interviewing experts and benchmarking best practices, it was finally
time to present their findings to the Management Committee. The briefing included a
built-in ladder development plan with specific recommendations on how several critical
design issues, including fix: location, faculty, content, format, method, target group,
governance and sponsorship. No one sits on the management committee had to rely on
a formal leadership program to reach the summit. How skeptical they might be? Leave
How do you convince hard-nosed bankers their jobs and invest valuable time to focus
on what many perceived as “soft” issues?
«Hide

from
Boris Groysberg,
Scott A. Snook,
David Lane
Source: Harvard Business School
23 pages.

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Release Date: 3 November 2005. Prod #: 406002-PDF-ENG

Leadership Development at Goldman Sachs HBR case solution
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