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  • Leadership Development at GS

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    Aashka Aggarwal
    404 просмотров13 страниц
    The document discusses leadership development at Goldman Sachs. It provides background on the company and explains that as employee numbers grew, more managers were needed. A Leadership Development Advisory Committee was formed to assess future training needs and develop a more systematic approach. The committee's composition was relevant to addressing this mandate. The document also discusses the pros and cons of Goldman Sachs' approach of having co-heads jointly lead departments, including complementary skill sets but also potential for increased complexity and internal conflicts.

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    Leadership Development at Goldman Sachs

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    The document discusses leadership development at Goldman Sachs. It provides background on the company and explains that as employee numbers grew, more managers were needed. A Leadership Development Advisory Committee was formed to assess future training needs and develop a more systematic approach. The committee's composition was relevant to addressing this mandate. The document also discusses the pros and cons of Goldman Sachs' approach of having co-heads jointly lead departments, including complementary skill sets but also potential for increased complexity and internal conflicts.

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    404 просмотров13 страниц

    Leadership Development at GS

    Загружено:

    Aashka Aggarwal
    The document discusses leadership development at Goldman Sachs. It provides background on the company and explains that as employee numbers grew, more managers were needed. A Leadership Development Advisory Committee was formed to assess future training needs and develop a more systematic approach. The committee's composition was relevant to addressing this mandate. The document also discusses the pros and cons of Goldman Sachs' approach of having co-heads jointly lead departments, including complementary skill sets but also potential for increased complexity and internal conflicts.

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    © All Rights Reserved
    Скачайте в формате PPTX, PDF, TXT или читайте онлайн в Scribd
    Отметить как неприемлемый контент
    из 13

    Group 3

    Leadership Development
    at
    Goldman Sachs

    Background of Goldman Sachs


    Business Standards

    Leading global
    investment banking,
    securities and
    investment
    management firm
    Is an
    employer of
    choice

    Successes
    are collective,
    Failures are
    All trained the
    individuals
    same way
    Founded
    in 1869, HQ in
    People with
    NYC,
    Wide range of financial
    Diversified client base
    services different
    Offices in major cities
    backgrounds
    Recruits the
    of the world
    best people

    Leadership Development Advisory


    Committee
    Facts
    Issues to form Leadership Development Advisory
    Was itand
    appropriate
    GSCommittee?
    is growing as a result of 1990s boom
    No. of employees increased by 10000 in 10 years (Exhibit 4)
    Yes. The issues were big and they tried to come up with solutions by:
    GS is employing too many people but not enough managers
    brainstorming,
    holding
    discussions
    with
    Goldman
    Sachs
    colleagues,
    The key to manage
    growth
    is to select
    right
    people and
    training
    leaders
    interviewing
    benchmarking
    bestprograms
    practices. (Exhibit 6, 7, 8)
    People were experts,
    too busy and
    to find
    time for training
    Partners decided to create a title of MD for all the VPs and partners to
    Whatresponsibility
    was its mandate?
    Is the composition relevant to its
    convey
    and leadership

    mandate?
    Composition 5 MDs, 1VP, 3 Heads, 1 COO, 1 Consultant. The
    Mandate
    To
    assess
    the future
    training andfrom
    development
    of GS,
    committee
    has
    enough
    representation
    the targetneeds
    audience.
    with particular focus on the need for a more systematic and effective
    Other members
    are quite
    approach
    to developing
    MDs.experienced to take seasoned

    The impact of IPO on Goldman Sachs


    culture?
    Impact of IPOs in the
    market
    Ownership
    Client Centric

    Impact of Goldmans IPO


    Ownership
    Strengthening of the:
    Mentorship process

    Leadership
    Enjoy your task

    Apprenticeship
    process

    Pros and cons of Jointly lead Departments

    Complementary skill sets


    Ease in transitions due to co-heads
    having different lengths of service
    Extra leadership opportunities helped in
    retaining top players

    Cons

    Pros

    GS relied on teams of 2 or 3 line managers to jointly lead


    departments

    Expensive to maintain
    Internal conflicts

    Complexity in terms of understanding


    directions
    Communication Problems

    Small leadership teams led to extra


    ownership

    Thank you

    Pooja Lalwani
    HR001
    Anusha Srivastava
    HR004
    Sravanthi Karoor
    HR007
    Aashka Humble
    HR010

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