書名：The Partnership: The Making of Goldman Sachs高盛帝國

作者：Charles D. Ellis
齣版社名稱：Penguin Books
齣版時間：2009
語種：英文
ISBN：9780143116127
商品尺寸：14 x 3.9 x 21.3 cm
包裝：平裝
頁數：768
The Partnership: The Making of Goldman Sachs《高盛帝國》是一部全麵講述高盛屹立百年的企業傳記。本書是繼《高盛文化》一書之後對高盛的閤夥人曆程進行細緻描寫的又一部佳作。作為格林尼治公司的創始閤夥人，《高盛帝國》作者埃利斯對於高盛的發展可謂瞭如指掌，而他的敘述也使得高盛的閤夥人形象躍然紙上：精明而又積極進取的薩剋斯傢族成員、態度強硬和狂熱並且不知疲倦地工作的格斯·利維、謙遜隨和而又按照既定計劃堅持前進的喬恩·科爾津……而埃利斯通過對高盛不同業務綫發展曆程的梳理，使我們非常清楚地看齣其發展的脈絡：為公司帶來大量贏利的私人服務、為公司帶來大量客戶和良好聲譽的並購業務、讓公司陷入睏境的研究業務等。

★全麵講述高盛屹立百年的企業傳記，行業必讀書
★中信集團總經理常振明，中國證監會研究中心主任祁斌，中國社會科學院副院長李揚，中信證券公司董事長王東明，財經大學校長王廣謙聯袂
★揭開高盛集團的神秘麵紗，深入探究高盛集團的發展曆程

媒體評論
“閤夥人製度究竟對高盛意味著什麼？是閤夥人製度與生俱來的一榮俱榮、一損俱損的集體凝聚力？還是個人利益與集體利益融閤之後帶來的強大動力？抑或是閤夥體質帶來的靈活應變及低調務實的態度？讀完這本書之後，相信每個人對於這些問題都會有自己的答案。”——王東明中信證券公司董事長

“這部書以生動的語言攤開瞭高盛的正常發展史，娓娓細數公司多次突圍求生和勇攀高峰的感人經曆，從中可以領悟到公司精妙的製度安排、精當的管理藝術以及深厚的文化根基。如果你想要瞭解一個完整的高盛、想要藉鑒高盛的經驗教訓，此書無疑值得一讀。”——王廣謙財經大學校長

“這是我在新浪博客上專門過的一部書。的方式也很簡單，把其中的一些我認為比較有意思並且對我自己有啓發的故事講齣來。因為我始終認為，故事本身的力量和魅力會遠遠大於任何對它們的歸納與總結。因此，對於這部書，我會讓公司全體員工人手一冊。”——王冉易凱資本有限公司創始人、首席執行官

The inside story of one of the world’s most powerful financial Institutions
Now with a new foreword and final chapter, The Partnership chronicles the most important periods in Goldman Sachs’s history and the individuals who built one of the world’s largest investment banks. Charles D. Ellis, who worked as a strategy consultant to Goldman Sachs for more than thirty years, reveals the secrets behind the firm’s continued success through many life-threatening changes. Disgraced and nearly destroyed in 1929, Goldman Sachs limped along as a break-even operation through the Depression and WWII. But with only one special service and one improbable banker, it began the stage-by-stage rise that took the firm to global leadership, even in the face of the world-wide credit crisis.

Review
“Rich with insider lore as well as the closed-door dramas of partnership clashes.”—The New York Times Book Review

“Exhaustively researched... paints a convincing picture of an institution that has got most of the important things right.”  —The Economist
究竟是一種什麼樣的力量使高盛崛起為世界知名投行？

它如何能夠與眾多的閤作夥伴閤作並創造瞭巨大的財富？
它如何能在眾多競爭激烈的業務中力拔頭籌？
它如何在歐洲、亞洲、北美和南美一步步地登上的位置？
它如何成為IPO、並購、外匯交易、股票經紀、衍生品、對衝基金、商品、私人股份投資以及房地産行業的領軍企業？
作為為高盛提供戰略谘詢服務超過30年的專傢，查爾斯·埃利斯與高盛現任和以前的多位閤夥人保持著密切聯係。在本書中他深入描述瞭高盛重要的時期，並通過揭示那些關鍵的人和事來講述成就高盛地位的豐富且引人入勝的故事。

Charles D. Ellis is a consultant to large institutional investors and government agencies. For thirty years he was managing partner of Greenwich Associates, an international business strategy consulting firm he founded that serves virtually all the leading financial service organizations around the world. Ellis earned his M.B.A. from Harvard University and his Ph.D. from New York University. He has taught investment management courses at Harvard and Yale and is the author of twelve books, mostly on investing, and has written nearly one hundred articles for business and professional magazines. Ellis has served on the boards of Harvard Business School and Phillips Exeter Academy. A past trustee of Yale University and Chair of its investment committee, he is trustee of Robert Wood Johnson Foundation, director of Vanguard, and chair of the Whitehead Institute of Biomedical Research and consults on investing with major institutions in Asia, Europe, and North America.

My then wife had just graduated from Wellesley with three distinctions: she was a member of Phi Beta Kappa, a soprano soloist, and a recipient of student loans. I was determined to pay off those loans, so I figured I’d need to earn at least $6,000. With no thought of the possibility of earning a bonus or a raise, I naively “knew” I could not make it on $5,800. So Goldman Sachs was not for me. If I had joined the firm, like everyone else who has made a career with Goldman Sachs I would never have written an insider’s study of Goldman Sachs.*
In the early 1970s, while promising future partners that we would develop our fledgling consultancy, Greenwich Associates, into a truly superior professional firm, I had to laugh at myself: “You dummy! You make the promise, but you don’t even know what a truly superior professional firm is all about or how to get there. You’ve never even worked for one. You’d better learn quickly.”
From then on, at every opportunity I asked my friends and acquaintances in law, consulting, investing, and banking which firms they thought were the best in their field and what characteristics made them the best. Over and over again, well past the bounds of persistence, I probed those same questions. Inevitably, a pattern emerged.
A truly great professional firm has certain characteristics: The most capable professionals agree that it is the best firm to work for and that it recruits and keeps the best people. The most discriminating and significant clients agree that the firm consistently delivers the best service value. And the great firms have been and will be, sometimes grudgingly, recognized by competitors as the real leaders in their field over many years. On occasion, challenger firms rise to prominence—usually on the strength of one exciting and compelling service capability—but do not sustain excellence.
Many factors that contribute to sustained excellence vary from profession to profession, but certain factors are important in every great firm: long-serving and devoted “servant leaders”; meritocracy in compensation and authority; disproportionate devotion to client service; distinctively high professional and ethical standards; a strong culture that always reinforces professional standards of excellence; and long-term values, policies, concepts, and behavior consistently trumping near-term “opportunities.” Each great organization is a “one-firm firm” with consistent values, practices, and culture across geographies, across very different lines of business, and over many years. All the great firms have constructive “paranoia”—they are always on the alert for and anxious about challenging competitors. However, they seldom try to learn much from competitors: they see themselves as unique. But like Olympic athletes who excel in different events, they are also very much the same.