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Book Categories |
1 Beginnings 1
2 Disaster: Goldman Sachs Trading Corporation 17
3 The Long Road Back 30
4 Ford: The Largest Ipo 53
5 Transition Years 63
6 Gus Levy 73
7 The Wreck of the Penn Central 96
8 Getting Great at Selling 116
9 Block Trading: The Risky Business That Roared 132
10 Revolution in Investment Banking 153
11 Principles 183
12 The Two Johns 192
13 Bonds: The Early Years 215
14 Figuring Out Private Client Services 232
15 J. Aron: Ugly Duckling 250
16 Tender Defense, a Magic Carpet 269
17 The Uses and Abuses of Research 283
18 John Weinberg 297
19 Innocents Abroad 320
20 Breaking and Entering 345
21 How Bp Almost Became a Dry Hole 356
22 Changing the Guard 373
23 Transformation 399
24 False Starts in Investment Management 425
25 Robert Maxwell, the Client from Hell 437
26 Making Arbitrage a Business 463
27 J'accuse 481
28 Building a Global Business 512
29 Steve Quit! 533
30 Collecting the Best 552
31 Jon Corzine 566
32 Long-Term Capital Management 582
33 Coup 606
34 Getting Investment Management Right 615
35 Paulson's Disciplines 636
36 Lloyd Blankfein, Risk Manager 665
Notes 689
Index 711
| Price | Condition | Delivery | Seller | Action |
| $99.99 | Digital |
| WonderClub |
Darcey Singer
reviewed The Partnership: The Making of Goldman Sachs on April 29, 2010
The Partnership: The Making of Goldman Sachs
The Economist this week has a great statement regarding GS: "When GS went public in 1999 its prospectus began: 'Our clients' interests always come first. Our experience shows that if we serve our clients well, our own success will follow.' Only the most naive investor read that as a commitment to go-goodery rather than calculated self-interest." Unfortunately, the book takes these platitudes at face value - when GS does something right, the book gushes about Goldman Values, but when ethical lapses occur, we enter a universe of technicalities and nitpicking, plausible alternative hypotheses, and GS telling its partners to "learn to live with the conflicts of interest." The amazing thing about the GS story is that it managed to recruit, develop, and promote talent and had a system to have them work together and keep their interests aligned even as it grew and expanded. One only has to look at 80s Salomon Brothers, 90s LTCM, and 00s Enron and Lehman to see how easy it is to have a bunch of incredibly smart and ambitious people working together devolve into a Lord of the Flies free-for-all of greed and self-interest.
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Add The Partnership: The Making of Goldman Sachs, As a strategy consultant to Goldman Sachs for more than thirty years, Charles D. Ellis developed close relationships with many of the firm's past and present leaders. In The Partnership he probes deeply into the most important chapters in the firm's histo, The Partnership: The Making of Goldman Sachs to the inventory that you are selling on WonderClubX
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Add The Partnership: The Making of Goldman Sachs, As a strategy consultant to Goldman Sachs for more than thirty years, Charles D. Ellis developed close relationships with many of the firm's past and present leaders. In The Partnership he probes deeply into the most important chapters in the firm's histo, The Partnership: The Making of Goldman Sachs to your collection on WonderClub |
