L E A D E R S H I P D E V E L O P M E N T AT

GOLDMAN SACHS
GOLDMAN SACHS

Group A-2
 SITUATION ANALYSIS

As GS’ size A lot of

Most of the Business GS culture
increased, it Leadership leading
training Units offered and working
became Development organizations
happened on their own was
difficult to Advisory were
the job, orientation substantially
cultivate Committee benchmarked,
especially for programs to different from
leaders even was to design GE practices
experienced Analyst & other
to meet the a program were focused
hires. Associate. organisations.
demand. upon.
 PROBLEM STATEMENT
Method? Content and format?

What is the most effective way

Faculty Governance and sponsorship?
to train and develop MDs
without substituting the legacy
of mentorship and the GS
culture?

Location Target Audience

 RECOMMENDATIONS
With as wide variety as Goldman Sachs had in the functioning of individual teams, it is best to Set up a
corporate university which focusses on developing leadership & Imparting company culture

Location:Should be a
stand-alone facility and
a symbol of GS’s Content: Focussing on Method:Classroom-
culture and leadership creating common based followed by role
stories language of leadership plays

Length: One week Faculty: Mix of both

long immersion industry specialist and
program after every inspirational leader
quarter for an year. both from inside and
Feedback to be outside GS which will
provided twice during ensuremulti
the quarter directional learning.
RECOMMENDATIONS

• Governance: A formal structure had to be put and a few leaders to be handpicked so that an
overarching core culture would be maintained even in huge growth
• Target Audience:- It is to be kept exclusively for the select high pots to start feeling
honored to be chosen for the said program