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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.

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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.

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温伯格从未忘记他的布鲁克林背景，以及住在这里的老一辈人教会他的勤俭节约的品德。他坐地铁上班，以此提醒他周围的人这样每周能省下5美元：“你坐地铁可以观察芸芸众生，还可以从地铁广告里发现商机，这远比坐在轿车后排成天盯着司机的后脑勺要强得多。”节约带来的收入不仅仅是这一种形式。曾有一位继承了父辈零售业生意的富豪在温伯格家做客，这位客人饭后早早就去休息了。由于温伯格家唯一的佣人就是厨师，温伯格夫妇亲自收拾杯盘碗盏，随后温伯格发现客人把西服和鞋子都放在了卧室门外。温伯格觉得很好笑，但他还是拿着西服和鞋子到厨房，认认真真地擦了皮鞋，刷干净了西服，再把它们送回客人门外。第二天客人离开之前递给温伯格5美元，嘱咐他要把钱交到那位替他好好整理了衣物的管家。温伯格好好感谢了这位客人一番，然后把钱装进了自己的腰包。

很多时候，平庸和卓越的差距就是那么一点点，魔鬼全在细节中。

在金融杠杆的撬动下，由早年的成功吹嘘出来的盲目乐观主义，可能变得相当有破坏力。

一开始的时候，Goldman确实是以最不起眼的手段经营着最不起眼的生意，但是每单生意都做得精益求精。

随着这次恶作剧的展开，他们两人之间的恶作剧之战也拉开了帷幕，这种没有硝烟的战争一直持续到真刀真枪的战争结束之后。温伯格和卡伯特两人都是极富想象力的，只要一有机会他们必定给对方下套。在华盛顿体验了几周炎炎夏日的卡伯特正准备回波士顿和家人团聚几天，他很费了些周折才搞到了机票。温伯格听说之后假装突然有急事要处理，他打电话给卡伯特，说战时生产委员会的办公室主任威廉·S·努森要召集一次紧急会议，讨论战备物资生产流程重组的问题。温伯格明知机票不可能再订到了，他还鼓动卡伯特最好把票给退了。幸运的是，卡伯特事前听到了风声，知道这是温伯格的又一次恶作剧，他没有退票，但是却打电话跟温伯格说已经把票退了。这次轮到温伯格着急了，他给所有航空公司打电话订票，想要补回那张票来-随便什么票都比没有好。但是怎么可能还订得到呢？绝望中的温伯格又想起来冒充努森给卡伯特打电话，因为这两人从没见过面，所以应该能骗卡伯特，说会议取消了。温伯格只是希望这样一来卡伯特还能把原来的机票要回来。卡伯特这时候乐了，票就装在自己口袋里，他幸灾乐祸地看着温伯格折腾自己。当电话打进来的时候，卡伯特吩咐他的秘书说他正忙。但是秘书说："努森先生坚持要和您通话。"卡伯特接了电话，毫不怀疑那一定是温伯格装的。电话里传来的一定是温伯格捏着脖子装出的瑞典口音，而且电话那头的人还让卡伯特到努森的办公室走一趟。仍然坚信自己手里握着王牌的卡伯特对着电话里大骂："去死吧，你也不撒泡尿照照自己是谁！"很不幸，来电的正是努森本人，他的电话在温伯格之前被接了进来。终于意识到打电话的人确实是努森本人，卡伯特急忙跑到他的办公室去道歉。努森对温伯格的这些恶作剧也习以为常了，所以他们只是一起开怀大笑-卡伯特最终还是登上了去和家人度周末的班机。

重新定义业务和再造公司——通常是对自身业务模式的实质性改变——是高盛急速成长和扩展的主题。不过高盛总是用看似顺畅的连贯性掩盖其希望提高竞争优势和增加利润的野心。

书籍介绍

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.