Building a Developmental Culture The Birth of Deloitte University 2010
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In this case study, a firm of global consulting businesses created a Deloitte University with a goal to create a culture where leaders have the skills to drive continuous learning, personal growth, and collaboration across multiple business units. The case illustrates the challenges faced by a firm in creating an environment that fosters a learning culture, including how to balance autonomy with accountability, how to define and measure learning outcomes, and how to support continuous improvement. Section 2: Context Deloitte University was created by the Deloitte Global Board in 200
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I spent a year working with a small consulting firm. As an international business graduate, my degree requirements had been a mixture of economics and international business. When I started I had the opportunity to attend the firm’s annual off-site training program. It was a four day event that took place in a beautiful estate, which was the backdrop for the weekend. The purpose of the program was to update my knowledge about financial management. As an international business graduate, my degree requirements had been a mixture of economics and international business. During the course of the training program
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Delivering Deloitte University: In 2009, Deloitte moved its development organization (Development Services) from Deloitte Global (DS) to the Deloitte University (DU) organization. Building a Developmental Culture is an evolution of Deloitte University; and it embodies our firm’s values of trust, relationships, culture, and development. A culture of trust has always been at the heart of Deloitte and DU. original site Trust is built through open communication, clear lines of authority, and trustworthy behavior. A
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In early December 2009, Deloitte India hosted an extraordinary event in a luxury hotel on the Delhi/Gurgaon border. It was to celebrate our 25th anniversary and our first year in the company’s new corporate campus – the Deloitte University. And then it was to commemorate a very special year that we are beginning, the year that Deloitte India celebrates a birth that was very special. On 11 October 2007, we became an India-focused firm with
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“The biggest opportunity that exists today for the Deloitte Consulting organization is its ability to develop new talent. This is something we’ve talked about in previous articles, and it’s something that has been growing in the industry over the last decade. Today, the Deloitte University (DU) is a perfect example of how we’ve been able to build and shape the future of our company and provide the best developmental experience for our employees. The UD is an 11-story building that sits on the edge of Lake Michigan.
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One of the main challenges that I faced in building a developmental culture at Deloitte was to ensure that all employees are equipped with the necessary skills and tools to be competitive in today’s dynamic market. To accomplish this, we had to instill a culture of continuous learning and development in our organization. The first step in this endeavor was to establish a clear definition of what is meant by development. In a recent survey of Deloitte professionals, 80% of respondents identified development as a crucial part of their overall career path. For
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In 2005, Deloitte University was launched to provide our employees with a framework for learning, growth, and personal development. By providing the tools, training, and resources to support and challenge our employees, we wanted to create an organization in which all employees can share the richness of their experience and achieve their personal and professional potential. In 2008, Deloitte University celebrated its five-year anniversary. We celebrated it with more than 2,000 employees from around the world who have been at Deloitte since the inaug
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“Building a Developmental Culture” is a concept introduced by Harvard Business School Professor Clayton Christensen in his book “The Innovator’s Dilemma.” Christensen proposes that the future of business lies in companies that create new markets or move markets, rather than just improving what you are already doing. The culture of this kind of company is what differentiates them. The culture of any company is what determines what kind of leaders are in the company, the values they will live by, and the kind of product they will develop. At Delo