It is October 2009 and Barry Salzberg, CEO of Deloitte LLP, has just returned from the groundbreaking of Deloitte University. Deloitte University would be a world class learning and development facility owned by, and for the exclusive use by the workers of, Deloitte when completed. Deloitte spent a sizeable amount of money and time on development and the training of its workers. In the past, this training had taken place at the hotels and meeting centers, not attached with Deloitte.
The idea for the structure of a specific-purpose, Deloitte-owned learning facility had been championed by Salzberg. He considered Deloitte University would permit the company to "instill our values in our people through learning and development" which he thought was crucial to Deloitte's long-term success. Salzberg had won over the crucial bulk of the partners, but not all of them supported the University concept. How could he ensure it would become successful as he thought about the future of this new facility?
PUBLICATION DATE: October 19, 2010 PRODUCT #: 411059-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
Related Case Solutions & Analyses:
The Social Economy and the Traditional Market: The Dilemma of Justa Trama
Chipotle Mexican Grill, Inc.: Food with Integrity
SOCIAL ENTREPRENEURSHIP ON FOGO ISLAND: SEARCHING FOR NEW WAYS IN AN OLD CONTINUITY (A)
Fire in a Bangladesh Garment Factory
Adapting to Climate Change: The Case of Suncor Energy and the Alberta Oil Sands
“Broadmoor Lives”: A New Orleans Neighborhood’s Battle To Recover from Hurricane Katrina (Sequel)
The Northwest Passage
K2: Brotherhood of the Rope (C)
Return Logic, Inc, (A)
Venture Capital Vignettes
