It is October 2009 and Barry Salzberg, CEO of Deloitte LLP, has just returned from pioneering of Deloitte University. After completion of Deloitte University will be a world-class training and development center owned by, and for the exclusive use by employees, Deloitte. Deloitte conducted a significant amount of time and money on training and development of its employees. Historically, this training took place in hotels and conference centers, non-Deloitte. The idea of building a special purpose, Deloitte owned institution was defended Salzberg. He believes, Deloitte University will allow the company "to instill our values in our people, Training and Development," which he thought was important for the long-term success of the company Deloitte. Salzberg has won more than the required majority of partners, but not all of them support the concept of the university. As he thought about the future of this new object, how could he be sure that he will be successful? "Hide
by Boris Groysberg, Maureen Gibbons, Joshua Bronstein Source: Harvard Business School 28 pages. Publication Date: October 19, 2010. Prod. #: 411059-PDF-ENG
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