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Background
In November 1999, 11 of Goldman Sachs' finest gathered to put the final touches on a revolutionary leadership development plan. Following Goldman's explosive growth during the 1990s and its eventual IPO in 1999, a diverse group of leaders from across the firm were selected to "assess the future training and development needs of Goldman Sachs, with a particular focus on the need for a more systematic and effective approach to developing managing directors. After six months of brainstorming, holding discussions with Goldman Sachs colleagues, interviewing experts, and benchmarking best practices, it was finally time to present their findings to the management committee. The briefing 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.
Questions to be addressed
Location - Where would the program be physically located? Faculty Mix - What would be the Faculty mix-outside and internal? Content - What topics should be covered? Method- classroom instruction, other types of developmental experiences should be included in the Leadership Development Advisory Committees proposal Target Audience - Who should be developed, with whom, and why? Governance and sponsorship Who should own the leadership development within Goldman Sachs and how should it be organized