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Leadership Development

at

Goldman Sachs

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Background of Goldman Sac

Leading global

investment banking,

securities andinvestment

management firm

Wide range of financial

services Diversified client base

Fo

O

Is anemployer ofchoice

Recruits thebest people

People with

differentbackgrounds

All trained thesame way

Busin

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Leadership Development Advis

Committee

Facts and Issues

GS is growing as a result of 1990s boomNo. of employees increased by 10000 in 10 years (Exhibit 4

GS is employing too many people but not enough manager

The key to manage growth is to select right people and trai

People were too busy to find time for training programs

Partners decided to create a title of MD for all the VPs and convey responsibility and leadership

MandateTo assess the future training and development nwith particular focus on the need for a more systematic andapproach to developing MDs.

Was it appropriate to form Leadership Development Ad

Committee?

Yes. The issues were big and they tried to come up with

brainstorming, holding discussions with Goldman Sachs

interviewing experts, and benchmarking best practices. (

What was its mandate? Is the composition relevanmandate?

Composition5 MDs, 1VP, 3 Heads, 1 COO, 1 Cons

committee has enough representation from the targe

Other members are quite experienced to take season

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The impact of IPO on Goldman S

culture?

Impact of IPOs in themarket

Ownership

Client Centric

Leadership

Enjoy your task

Impact of Gol

Ownership

Strengthening

Mentorship

Apprentic

process

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Pros and cons of Jointly lead Depa

GS relied on teams of 2 or 3 line managers to jo

departments

Pros

Complementary skill sets

Ease in transitions due to co-headshaving different lengths of service

Extra leadership opportunities helped in

retaining top players

Small leadership teams led to extra

ownership

Co

ns Expensive to mai

Internal conflicts

Complexity in ter

directions

Communication P

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Thank you

Pooj

HR0

Anu

HR0

Srav

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Aas

HR0