Pine Street Initiative at Goldman Sachs Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Almost five years have passed since Goldman Sachs launched its pioneering leadership development initiative called the Pine Street. Focused primarily on developing Goldman's most senior executives, Pine Street has undergone significant changes since its inception in November 1999. Looking ahead, there are a number of problems. How to Pine Street still valued in a culture where what you did yesterday does not really matter? Question every day, "What will you do for me today?" In early May 2005, the Board of Directors of Pine Street met for its quarterly meeting to consider the dimensions of the problem: First, its curriculum to keep the interest more demanding internal clients. Second, the content of the program was to keep pace with the constantly changing requirements of a rapidly changing competitive landscape and the regulator. Third, Pine Street itself had to pursue creative ways to update its structure and people, or, without prejudice to its mission or its unique culture. Fourth, Pine Street was to keep the continued support of senior management Goldman Sachs. Finally, the program offers increased, so are the fundamental questions of identity: After five years of evolutionary growth, which is the same brand so Pine Street Goldman Sachs «Hide
by Boris Groysberg, Scott A. Snook, David Lane Source: Harvard Business School 38 pages. Publication Date: November 14, 2006. Prod. #: 407053-PDF-ENG