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高盛高管辭職信曝光:我為什么離開高盛?
Why I Am Leaving Goldman Sachs
[ 2012-03-16 10:54 ]

高盛公司一名高管本月14日在《紐約時報》上刊登辭職信,持續攪動美國。在辭職信中,高盛執行董事史密斯抨擊公司“道德敗壞”、揭露同事把顧客稱為“傻瓜”,將從客戶身上賺取最大利潤放在首位。德國《圖片報》15日說,這是來自華爾街內部的“起義”。Greg Smith是高盛執行董事,高盛的美國股票衍生業務在歐洲、中東和非洲的主管。

高盛高管《紐約時報》辭職信全文:我為什么離開高盛?

第二部分

TODAY is my last day at Goldman Sachs. After almost 12 years at the firm — first as a summer intern while at Stanford, then in New York for 10 years, and now in London — I believe I have worked here long enough to understand the trajectory of its culture, its people and its identity. And I can honestly say that the environment now is as toxic and destructive as I have ever seen it.

今天是我在高盛的最后一天。我在高盛工作了12年,最初在斯坦福讀書時夏季來做實習生,然后在紐約工作了十年,現在在倫敦。我想我在這里工作了足夠長時間,能夠理解其文化發展軌跡,理解其員工和身份。說實話,現在的環境是我見過的最有毒和最破壞性的。

To put the problem in the simplest terms, the interests of the client continue to be sidelined in the way the firm operates and thinks about making money. Goldman Sachs is one of the world’s largest and most important investment banks and it is too integral to global finance to continue to act this way. The firm has veered so far from the place I joined right out of college that I can no longer in good conscience say that I identify with what it stands for.

簡單一點來講就是,高盛的運行模式和賺錢理念把客戶的利益放在次要位置,但高盛是世界規模最大、最有影響力的投行之一,它與全球金融的相關性太高,不能夠這樣做。從我大學畢業入職高盛至今,這家投行已經發生了轉變,現在我不能夠問心無愧的說我同意這家投行的立場。

It might sound surprising to a skeptical public, but culture was always a vital part of Goldman Sachs’s success. It revolved around teamwork, integrity, a spirit of humility, and always doing right by our clients. The culture was the secret sauce that made this place great and allowed us to earn our clients’ trust for 143 years. It wasn’t just about making money; this alone will not sustain a firm for so long. It had something to do with pride and belief in the organization. I am sad to say that I look around today and see virtually no trace of the culture that made me love working for this firm for many years. I no longer have the pride, or the belief.

文化曾經是高盛取得成功的重要原因,這一點對公眾來說似乎有點出乎意料。過去高盛的文化一直圍繞著團隊協作、正直、謙遜,以及永遠為客戶的利益考慮。文化是高盛之所以能成為一個偉大公司的秘訣,幫助我們在過去的143年一直贏得客戶的信任。過去高盛的文化不僅僅圍繞賺錢,因為這一點不足以使一個公司在這么長的時期里屹立不倒。高盛的人一直為公司感到驕傲,對自己所從事的事業充滿信仰。然而,在過去很多年,我環顧四周,發覺曾經使我熱愛這份工作的文化已不復存在,我不再為它感到驕傲,我不再對自己從事的事業充滿信仰。

But this was not always the case. For more than a decade I recruited and mentored candidates through our grueling interview process. I was selected as one of 10 people (out of a firm of more than 30,000) to appear on our recruiting video, which is played on every college campus we visit around the world. In 2006 I managed the summer intern program in sales and trading in New York for the 80 college students who made the cut, out of the thousands who applied.

但情況并不總是這樣。十幾年來,我面試并招募了一批批新人,悉心指導他們。我和另外9名同事被拍進一段招聘視頻短片,在全球各大高校播放。2006年,我從數千名應聘者中挑選出80名學生同事進入夏季實習計劃,訓練他們買賣和交易。

I knew it was time to leave when I realized I could no longer look students in the eye and tell them what a great place this was to work.

我知道,當我認識到自己不再能看著學生們的眼睛,告訴他們在這個地方工作有多棒,這時候就該離開了。

When the history books are written about Goldman Sachs, they may reflect that the current chief executive officer, Lloyd C. Blankfein, and the president, Gary D. Cohn, lost hold of the firm’s culture on their watch. I truly believe that this decline in the firm’s moral fiber represents the single most serious threat to its long-run survival.

當歷史書中描述高盛時,它們可能會顯示,高盛在首席執行官Lloyd C. Blankfein和總裁Gary D. Cohn的管理下,失去了對公司文化的掌控。我的確認為公司道德品行淪落是對高盛長期生存最大的威脅。

Over the course of my career I have had the privilege of advising two of the largest hedge funds on the planet, five of the largest asset managers in the United States, and three of the most prominent sovereign wealth funds in the Middle East and Asia. My clients have a total asset base of more than a trillion dollars. I have always taken a lot of pride in advising my clients to do what I believe is right for them, even if it means less money for the firm. This view is becoming increasingly unpopular at Goldman Sachs. Another sign that it was time to leave.

在我的職業生涯中,我有幸為全球兩大對沖基金、美國五大資產經理以及中東和亞洲的三個最具影響力的主權財富基金擔任過咨詢顧問。我的客戶擁有的總資產基礎超過了1萬億美元。我一直以來都以為客戶提供對他們有利的建議為榮,即使有時候這意味著高盛能從中得到的利潤相對較少。然而我的這一觀點在高盛越來越缺少擁護,這也是現在對我來講是時候離開的另一個原因。

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