The Partnership

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查尔斯·埃利斯,他在自己创立的Greenwich Associate国际咨询事务所中担任了30年的董事合伙人并且为世界上几乎所有的一流金融服务机构提供过咨询服务。他曾是耶鲁大学投资委员会主席和受托人、罗伯特伍德约翰逊基金会受托人、领航投资的董事、怀特黑德生物化学研究院的主席,并为亚洲、欧洲和北美的主要机构提供投资咨询服务。他著有14本著作,包括:在《失败者游戏中取胜》和《乔威尔逊传记》。

出版者:Penguin Press HC, The
作者:Charles D. Ellis
出品人:
页数:752
译者:
出版时间:2008-10-7
价格:USD 37.95
装帧:Hardcover
isbn号码:9781594201899
丛书系列:
图书标签:
  • 金融 
  • 投资 
  • Finance 
  • Goldman 
  • 商业 
  • 创业 
  • Sachs 
  • 王冉推荐 
  •  
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The jury is still out on what the future of Goldman Sachs will look like, but no one can argue that the 139 year old firm has been (and, if Warren Buffett has his way, will be) the dominant investment banker and dealer on Wall Street. What does Buffett see that we on the outside do not? Its all about the people.

Charles D. Ellis has written a landmark book that couldnt come at a better time. The Partnership: The Making of Goldman Sachs is the colorful and fascinating story of Goldmans rise to power through many life-threatening changes in markets, competition, and regulation. It tells the personal history of the men and women who built the worlds leading financial powerhouse from a firm that was disgraced and nearly destroyed in 1929, limped along as a break-even operation through the Depression and WWII, and, with only one special service and one improbable banker, began the rise that, in half a century, took Goldman Sachs to global leadership.

A conversation with Charles Ellis:

* Is Goldman Sachs really a lot better than other firms at managing risk?

The big difference is in the cumulative power of many small details. The difference in the speed, accuracy, and extent of communication inside the firm; the difference in intensity, focus, and disciplined toughness of the men and women hand selected to work there and real difference in recruiting, training, and compensation. All add up to a decisive advantage in management. Leaders and co-leaders manage Goldmans many business units with rigor and drive; risk management is the envy of other banks; and coordination is powerful across business units and markets around the world.

As every Olympic athlete knows, such small differences make all the difference between gold, silver or bronze or no medal at all. In the current, very difficult test, Goldman Sachs has come in 1st again.

* Goldman Sachs is often described as the best managed Wall Street firm. Is that true?

Yes, it is true. Goldman Sachs is the best managed Wall Street firm and the best led. Management is why Goldman Sachs is consistently rated the best firm to work for and gets top ratings from clients all over the world. Superior management is why the firm earns more profit, develops more effective people, has made itself the market leader in the U.S., U.K, Germany, France, China, Japan, and in most major lines of banking business. No other firm comes close.

One of the things you will learn in The Partnership is just how Goldman succeeded in making themselves different from any other Wall Street firm. They learned early on that in order to survive, they had to not only make money, but create a culture that was universal, that demanded absolutely loyalty and, most importantly, act as one organism.

* Why does Goldman Sachs put so much weight on its culture?

Goldman Sachs culture works. In the complex, fast-changing, global, 24/7 securities business almost all the important decisions are made in highly specific and complex settings under great time pressure. These decisions cannot be made by headquarters and they cannot be deferred. They must be made locally by local market and business experts thousands of times every day.

Rules wont work. If rules were written for every type of decision in all those different businesses in all the worlds different markets in all the different cultures, the resulting Rule Book would be far too large and complex to read or use.

Culture its way of working is the universal stem cell that enables Goldman Sachs to operate so forcefully in so many different national markets and in so many different businesses.

* With all its different business activities all over the world, doesnt Goldman Sachs have problems with conflicts of interest?

Yes! The firm certainly has many, many conflicts of interest. While it could take a defensive approach and try to avoid or minimize those risks of conflicts, the firm believes the more realistic and effective approach is to recognize those risks, be candid about them with clients and counterparties, and actively manage the conflicts. The firm strives to deal with each of them in such thoughtful and effective ways that clients and customers will know Goldman Sachs can be trusted to manage conflicts better than any other firm.

This is, of course, an assumption of enormous responsibility particularly on the scale on which Goldman Sachs operates so it raises the obvious next question: Who will watch the watcher?

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高盛帝国(上)

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看的真压抑,不过,不是说它写的不好! 他说,冰是睡着的水,你们是水,我也是,不过,我是睡着的水! 他一下子失踪了,心里只有一个信念,对党绝对——忠诚!哪怕是发小,爱的人,绝对保密,只为,四个字,绝对忠诚! 她,选择了离开,飞去了离他遥远的地方,美国。因...  

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作为世界最顶尖的投行之一,高盛声名在外,百年间能人异士又多,故事自然精彩。本书中确实有不少翔实的信息以及有趣的人物和轶事。然而,总体来说这本书看下来依然很辛苦。可以说,是题材本身的可读性在支撑着全书,作者的很多缺点让本书失色不少。 最明显的一个问题是,作者...  

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从巴菲特在金融危机中大量买入高盛的股,从郎咸平口中明白高盛和各国政府的暧昧,在从AIG和高盛的千丝万缕,一切都一切都不得不佩服高盛!有机会一定要看这本书!  

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这本书是所有金融从业人员都应该一看的书籍,金融业爱好者也应该好好看看这本书,了解金融史投行的成长史那高盛帝国这两部书你就是必看了。  

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在华尔街这样巨鳄遍布的世界里,每年利润超过一亿美元,当然只还是小角色;每月利润超过一亿美元也遍地都是;而每周超过一亿美元利润的,或许才称得上是具有影响和竞争力的公司。 但是,在过去的零九年,有一家公司宣称,在它两百六十三个交易日中,有一百三十一天,它的日交易...  

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作为一个基本没有商业头脑的人,我十分喜爱阅读商战书籍,介就叫传说中的意淫。。 终于看完了,比《最后的大佬》好看太多了,虽然《最后的大佬》听起来比较拉风,但不知道是翻译问题还是作者本身文笔欠佳,读下来觉得很是平淡。 高盛这本刻画人物则相当成功,尤其是第一任CEO,经历可真够美国梦的,怎么没人拍个传记电影呢?非常适合好莱坞啊。 缺点是三个翻译水准不等,所以明显有的篇章酣畅淋漓,有的篇章晦涩难懂。

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纯粹的商业利益驱使的合作关系

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讲不完的故事

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必读书,毫无疑问。

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必读书,毫无疑问。

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