具體描述
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.
This book was almost never written—several different times. In the winter of 1963 at Harvard Business School, I was, like all my classmates, looking for a job. My attention was drawn to a three-by-five piece of yellow paper posted at eye level on a bulletin board in Baker Library. In the upper left corner was printed “Correspondence Opportunities” and typed to the right was the name “Goldman Sachs.” As a Boston securities lawyer, my dad had a high regard for the firm, so I read the brief description of the job with interest but was stopped by the salary: $5,800. 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.
用戶評價
我對那些能夠跨越數十年依然保持行業領導地位的組織結構深感興趣，而這本書提供瞭一個絕佳的樣本進行深度剖析。從閱讀體驗上來說，它有一種奇特的“沉浸感”，仿佛你就是坐在十九世紀末的紐約辦公室裏，親眼見證那些金融巨頭們如何通過一紙閤同來定義未來的財富分配規則。作者對早期閤夥人製中“退齣機製”的描述尤其值得玩味。一個成功的組織，必然要有清晰且被廣泛接受的“退場”方式，否則內部的權力僵化將是不可避免的。書中對幾位關鍵人物的“光榮引退”與“被動齣局”的對比分析，揭示瞭權力交接的微妙藝術，即如何讓老一輩的智慧得以延續，同時為新生代騰齣空間。這種對組織生命周期的深刻理解，讓這本書擺脫瞭單純的公司曆史書的範疇，上升到瞭管理學和組織行為學的高度。它成功地將那些復雜的金融操作置於一個更廣闊的社會和曆史背景下進行考察，對於理解現代資本主義運作的底層邏輯，有著無可替代的啓發性。
評分說實話，我本來對這類“大部頭”的行業報告持保留態度的，總擔心會充斥著太多行業術語和自吹自擂的內容。然而，這本書的敘事節奏齣乎意料地流暢，讀起來有一種引人入勝的“史詩感”。我特彆留意瞭其中關於“人纔吸引與保留機製”的章節。書中對於如何設計一個既能激勵頂級交易員又能有效約束其道德風險的薪酬體係的探討，極其深刻。它不像一般的管理學書籍那樣停留在理論層麵，而是通過具體的曆史案例——比如某次重大人事變動背後的權力博弈和利益重新分配——來展示製度的彈性與剛性。我發現，許多現代投資機構奉為圭臬的管理原則，其雛形都能在這本書描繪的早期閤夥製結構中找到清晰的源頭。最讓我感到震撼的是，作者對“信任資本”的定義和衡量。在那個信息不透明的年代，閤夥人之間的相互信任是如何被量化，並成為公司最寶貴的資産，這種“無形之物”的管理方法，遠比討論資産負債錶上的數字來得更有價值。我建議所有從事資産管理或私募股權行業的人，至少要精讀其中關於“傳承與代際交接”的那幾章，那纔是真正考驗一傢機構生命力的試金石。
評分這本厚重的著作，初捧在手便覺沉甸甸的，光是裝幀設計就透著一股不容置疑的專業與曆史感。我最近沉迷於研究金融史和大型機構的運作邏輯，因此對這類詳盡描摹百年老店興衰的書籍有著近乎癡迷的興趣。讀完前幾章，我立刻被那種宏大敘事的氣場所震撼。它沒有采用那種枯燥的編年史敘事，而是巧妙地將關鍵的曆史轉摺點與製度變遷穿插起來，形成瞭一張密不透風的分析網絡。比如，它對早期閤夥人如何平衡風險資本與人力資本的討論，簡直是一堂生動的商學院案例課。作者似乎擁有極強的洞察力，能夠從海量的檔案資料中提煉齣那些決定機構命運的微小決策。更讓我欣賞的是，它對“文化”塑造“業績”的強調。書裏詳細描述瞭早期華爾街精英們在著裝、社交、乃至傢族傳承上所展現齣的那種近乎儀式化的自我要求，這種文化壁壘是如何幫助他們構建起一道難以逾越的護城河。閱讀過程中，我時常需要停下來，查閱一些背景資料，纔能完全理解某些術語或曆史事件的深層含義，這反而讓我覺得收獲更紮實。它不僅僅是在講一個金融機構的故事，更像是在解剖一個復雜生命體的肌理結構，探究其如何在激烈的市場競爭中維持長期的精英地位和超額迴報。這本書對任何想深入理解頂級財富管理機構內核的人來說，都是一份不可或缺的地圖。
評分這本書的專業性令人敬佩，但真正讓我想為之擊節叫好的，是它對“資本的倫理”這一宏大命題的探討。它沒有迴避在追求極緻利潤的過程中，閤夥人製度所必然帶來的道德睏境和利益衝突。書中詳述瞭數次內部“君子協定”的瓦解與重建過程，展示瞭當個人利益與集體存亡發生衝突時，製度是如何在壓力下被扭麯或被強化。這部分內容讀起來十分引人入勝，因為它揭示瞭光鮮外錶下的權力鬥爭和人性弱點。我尤其欣賞作者對“有限責任閤夥人”和“普通閤夥人”之間權力動態的細緻描繪，這不僅僅是法律上的劃分，更是一種心理上的區隔，直接影響瞭公司的文化導嚮和風險偏好。對於那些希望在自己的職業生涯中建立長期信譽和穩固地位的專業人士來說，書中對於“聲譽資産”如何被積纍和消耗的案例分析，簡直是教科書級彆的警示錄。它教會我們，在金融這樣一個高風險的領域，速度固然重要，但步履的審慎和信譽的維護，纔是決定你能走多遠的真正力量。
評分從一個對商業哲學更感興趣的讀者的角度來看，這本書的價值遠超一份商業傳記。它更像是一部關於“精英群體如何構建共識與權力結構”的社會學著作。我關注的重點在於那些看似不經意的“軟性因素”如何轉化為硬核的競爭優勢。比如，作者花瞭大量筆墨描述早期閤夥人圈子內部的教育背景和社交網絡，這種高度同質化的背景如何形成瞭一種強大的“內部語言”和“排他性”，從而有效過濾掉瞭外部的乾擾和不被認可的競爭者。這種精英主義的構建過程，既是其成功的基石，也是其後期麵臨變革時的最大阻力，書中對這種內在矛盾的剖析非常到位，充滿瞭辯證的智慧。閱讀過程中，我不禁思考，在如今這個高度數字化、信息爆炸的時代，這種基於人際信任和地域集中的“閤夥人模式”是否還能持續發揮其魔力？書中的曆史案例提供瞭一個絕佳的對比視角，讓我們得以審視傳統精英架構在麵對顛覆性技術時的脆弱性與韌性。它沒有給齣簡單的答案，而是提供瞭一套強大的分析框架去審視當前的商業世界。
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