书名：The Partnership: The Making of Goldman Sachs高盛帝国

作者：Charles D. Ellis
出版社名称：Penguin Books
出版时间：2009
语种：英文
ISBN：9780143116127
商品尺寸：14 x 3.9 x 21.3 cm
包装：平装
页数：768
The Partnership: The Making of Goldman Sachs《高盛帝国》是一部全面讲述高盛屹立百年的企业传记。本书是继《高盛文化》一书之后对高盛的合伙人历程进行细致描写的又一部佳作。作为格林尼治公司的创始合伙人，《高盛帝国》作者埃利斯对于高盛的发展可谓了如指掌，而他的叙述也使得高盛的合伙人形象跃然纸上：精明而又积极进取的萨克斯家族成员、态度强硬和狂热并且不知疲倦地工作的格斯·利维、谦逊随和而又按照既定计划坚持前进的乔恩·科尔津……而埃利斯通过对高盛不同业务线发展历程的梳理，使我们非常清楚地看出其发展的脉络：为公司带来大量赢利的私人服务、为公司带来大量客户和良好声誉的并购业务、让公司陷入困境的研究业务等。

★全面讲述高盛屹立百年的企业传记，行业必读书
★中信集团总经理常振明，中国证监会研究中心主任祁斌，中国社会科学院副院长李扬，中信证券公司董事长王东明，财经大学校长王广谦联袂
★揭开高盛集团的神秘面纱，深入探究高盛集团的发展历程

媒体评论
“合伙人制度究竟对高盛意味着什么？是合伙人制度与生俱来的一荣俱荣、一损俱损的集体凝聚力？还是个人利益与集体利益融合之后带来的强大动力？抑或是合伙体质带来的灵活应变及低调务实的态度？读完这本书之后，相信每个人对于这些问题都会有自己的答案。”——王东明中信证券公司董事长

“这部书以生动的语言摊开了高盛的正常发展史，娓娓细数公司多次突围求生和勇攀高峰的感人经历，从中可以领悟到公司精妙的制度安排、精当的管理艺术以及深厚的文化根基。如果你想要了解一个完整的高盛、想要借鉴高盛的经验教训，此书无疑值得一读。”——王广谦财经大学校长

“这是我在新浪博客上专门过的一部书。的方式也很简单，把其中的一些我认为比较有意思并且对我自己有启发的故事讲出来。因为我始终认为，故事本身的力量和魅力会远远大于任何对它们的归纳与总结。因此，对于这部书，我会让公司全体员工人手一册。”——王冉易凯资本有限公司创始人、首席执行官

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
究竟是一种什么样的力量使高盛崛起为世界知名投行？

它如何能够与众多的合作伙伴合作并创造了巨大的财富？
它如何能在众多竞争激烈的业务中力拔头筹？
它如何在欧洲、亚洲、北美和南美一步步地登上的位置？
它如何成为IPO、并购、外汇交易、股票经纪、衍生品、对冲基金、商品、私人股份投资以及房地产行业的领军企业？
作为为高盛提供战略咨询服务超过30年的专家，查尔斯·埃利斯与高盛现任和以前的多位合伙人保持着密切联系。在本书中他深入描述了高盛重要的时期，并通过揭示那些关键的人和事来讲述成就高盛地位的丰富且引人入胜的故事。

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.