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Leadership Development at Goldman Sachs

In: Business and Management

Submitted By siddhartha14
Words 1138
Pages 5
| Leadership Development at Goldman Sachs | |

Problem Statement How to develop an effective senior leadership development plan at Goldman Sachs to cultivate a culture that complements the existing team culture? | Process |

EA Factor (Political, Economic, legal etc.) | Implications on the problem | PoliticalEuropean acquisition of US firms | * This put pressure on the American firms. * Created the “War For Talent” | Economic * Surge in the financial sector. * Many companies were going public. * There was an increase in the acquisitions in the financial services industry. * Lucrative overseas market. * IPO markets were growing, generating continuous revenues. | * Change in the financial sector, changed the way organisations functioned. * Opportunities and resources became global in scope. * Expansion forced institutions to expand their workforce. * The increased workforce called for more capable leaders throughout the organisation. * New industries and upcoming companies presented attractive opportunities for key employees from traditional companies like Goldman Sachs. This placed stress on the employee retention ability of these older companies. * Companies like Goldman Sachs hence had to look deeper into the adequacy of their training and development programmes. | SocialNot Relevant | | Technological * Dot Com Boom * Emergence of new media, telecommunication & technology industry. | Development of technology enabled the following: * Design of unique training programmes. * Better performance evaluation systems. * Delivery of training programmes over the internet to several locations at once. * Employee centric abilities were not critical anymore. | Cultural * European acquisition changed the work culture. | * Employees needed to be adapted to the changing work culture. | LegalNot relevant |...

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