In November 1999, 11 of Goldman Sachs finest gathered to put the final touches on a revolutionary leaders development plan. Following Goldmans detonative growth during the 1990s and its eventual IPO in 1999, a diverse group of leaders from across the firm were selected to quantify the future training and development requisites of Goldman Sachs, with a occurrence focus on the need for a more authoritative and effective approach to developing managing directors. After six months of brainstorming, attribute discussions with Goldman Sachs colleagues, interviewing experts, and benchmarking best practices, it was finally time to present their findings to the management committee. The brief contained an integrated leader development plan with concrete recommendations on how to resolve several critical design issues, including: location, faculty, content, format, method, target audience, governance, and sponsorship. No one sitting on the management committee had relied on a formal leadership program to reach the top. How wondering(a) might they be?
How do you convince hard-nosed bankers to take out their desks and invest precious time focusing on what some perceived as soft issues?
To design a leadership development program to supplement Goldmans traditional apprenticeship model that is ground on an visualizeing of Goldmans strategy, culture, and current organizational design.
Human dandy Management (HCM) is responsible for attracting, developing and managing the firms biggest summation: our people. is at the forefront of change within the firm and we need people who want to help drive that change. Our team is comprised of individuals who understand people, process, technology and operations.If you want to get a full essay, pronounce it on our website:
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