Building a Developmental Culture The Birth of Deloitte University 2010
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The Birth of Deloitte University 2010 When I accepted the position of Senior Director in Deloitte Learning, Deloitte Canada (now Deloitte LLP) in 2005, I started my journey to develop the next generation of global leaders. After the birth of the Deloitte University, I have been working in the developmental culture and have observed several changes in the organizational culture since then. At Deloitte, learning and development is a continuous process, and there is no set plan for the development of leaders or
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In the year 2010, Deloitte University (DU) was launched, with a mandate to help employees be developmentally better. At the launch event, it was revealed that, as Deloitte grew and evolved from being a 100-year old company with a staff of around 1000 into the world’s largest, the company needed to evolve and grow itself further. It needed a new culture that would enable it to achieve its goals faster and make the best use of its human assets. I joined the management team
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“Deloitte University (DU) was formed as a corporate training center in 2007 to develop the next generation of leaders for the organization. The company faced the challenge of creating a developmental culture that would inspire and challenge employees and transform them into high-performing leaders. DU was initially designed as a hybrid of internal training programs, workshops, and the management development programs at various geographies. After the launch, DU was recognized as the company’s flagship development program with its “Building a Developmental Culture” approach.
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“There is an ongoing debate in academia about the effects of management education in shaping organizational development. While the debate can get heated, it often overlooks one of the most important factors – developmental culture. Here is a piece from an article I wrote in the Harvard Business Review about the birth of Deloitte University in 2010. The Birth of Deloitte University: How a Management Training Program Became the Business School of the Future,” by Mark Kramer. “It is one of the most powerful and enduring forms of management
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Deloitte University (DU) is the world’s first, largest, and most successful personal learning organization, providing developmental programs and activities to its employees. The company is an award-winning global business services firm, and has its headquarters in New York. It also operates in more than 150 countries, providing business consulting, technology, finance, and risk advisory, and assurance services. In recent years, the company began to experience significant employee dissatisfaction. my explanation DU’s leadership understood that its employees were not happy with the company culture,
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Deloitte has a reputation for being a developmental organization. It was an exciting time, and we had the support and resources to go further than the rest. The team that led this developmental journey was based at the Deloitte Institute. At the time, our team was composed of senior partners, experienced people, and new graduates. But this made us a unique learning environment, able to create and deliver innovative programs and initiatives. In 2009, a leadership search was conducted to create the next generation of Deloitte leaders.