Leadership Development at Goldman Sachs Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Leadership Development at Goldman Sachs Case Solution

Problem Statement

Goldman Sachs is the largest company in the world that focuses on providing the best quality training services to its customers in a best possible way as the structure of the company based on the excellence. The real problem that the company faces is that it heavily invests in the public relation activities. Moreover, the company always creates in securities among the workers of not being liked by a customer. However, the company also faced many issues in its training and development design which include; format, method, faculty, location, governance, content, and sponsorship.

Due to these matters, the company has faced many financial losses. On the other hand, several questions have arosefor the company as how the company improves its structural design and satisfy its customers as well as how he company encourages financiers to depart its counters and expand its valuable time in taking the decision of solving the financial issues. In addition to this, how has the company maintained its real position in the market? What alternative does the company need to develop for its new leadership training programs in different countries? As a result, the company has adopted many strategies to solve all these issues, and these strategies discussed in the later session.

There are three critical issues that the firm faced such as (1) Credit crunch avoidance which include entrepreneurial culture, small CDO holdings, FICC fueled capital went short and analyst now predicting other companies for the write-down. (2) The volatility of financial markets include drastic stock changes, harmonizing, client requirements and profitability (3) balancing secrecy and transparency include black box and SEC reporting.

Cause of the problem analysis

As mentioned previously, the company faced many issues in the company design which include: format, method, faculty, location, governance, content, and sponsorship. The company used several strategies for overcoming these issues. However, in order to outline the new leadership development advisory committee, the company hired many experts who were specialized in their field of knowledge and had better understanding of organizational objectives.

The management team of the organization focuses on the future training and need of the Goldman Sachsas to how the company utilized its expertise to achieve the systematic and efficient approach to developing managing directors. In 1999, the company divided its business activities into three segments which include principal investments, investment banking, security services and investment banking services. Investment banking activities further organized into two parts such as financial advisory and underwriting. Financial advisor activities involved directing companies on amalgamation and acquirement, restructuring, divestitures, companies’ defense activities and spin-offs. On the other hand, underwriting includes debt securities, public offering, and private equity placements.

The principle and trading investments were used for customers’ transactions,however it also involved winning administers situation which could be achieved through trading, equity products, commodities, derivation and fixed income. On the other hand, the principle investment generated revenue from the merchant banking. In 1969, the company held the meeting with the management committee in which the company discussed the strategic issues as well as it established fourteen business principles for Goldman Sachs, which focused on the quality, integration, reputation and talents in the company.

In the 1990s, when the boom period started in the US market,it affected the banking sectors as many new industries entered the market and tightened the labor market of the wooing, skilled workers. Moreover, the company also analyzed that during this period the war of talent also increased in the market and created challenges for the banking sectors and reduced the growth opportunities for banks. In 1990, Goldman Sachs realized that due to the competitive environment, the company lost its position in the market. Therefore, the company decided that it would use both size and scope to achieve success in the market...............

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Leadership Development at Goldman Sachs Harvard Case Solution & Analysis