Why I Am Leaving Goldman Sachs
高盛公司一名高管本月14日在《纽约时报》上刊登辞职信，持续搅动美国。在辞职信中，高盛执行董事史密斯抨击公司“道德败坏”、揭露同事把顾客称为“傻瓜”，将从客户身上赚取利润放在首位。德国《图片报》15日说，这是来自华尔街内部的“起义”。Greg Smith是高盛执行董事，高盛的美国股票衍生业务在欧洲、中东和非洲的主管。
TODAY is my last day at Goldman Sachs. After almost 12 years at the firm — first as a summerintern while at Stanford, then in New York for 10 years, and now in London — I believe I haveworked 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，最初在斯坦福读书时夏季来做实习生，然后在纽约工作了十年，现在在伦敦。我想我在这里工作了足够长时间，能够理解其文化发展轨迹，理解其员工和身份。说实话，现在的环境是我见过的最有毒和最破坏性的。
To put the problem in the simplest terms, the interests of the client continue to be sidelined in theway the firm operates and thinks about making money. Goldman Sachs is one of the world’slargest and most important investment banks and it is too integral to global finance to continue toact this way. The firm has veered so far from the place I joined right out of college that I can nolonger in good conscience say that I identify with what it stands for.
简单一点来讲就是，高盛的运行模式和赚钱理念把客户的利益放在次要位置，但高盛是世界规模、最有影响力的投行之一，它与全球金融的相关性太高，不能够这样做。从我大学毕业入职高盛至今，这家投行已经发生了转变，现在我不能够问心无愧的说我同意这家投行的立场。
It might sound surprising to a skeptical public, but culture was always a vital part of GoldmanSachs’s success. It revolved around teamwork, integrity, a spirit of humility, and always doingright by our clients. The culture was the secret sauce that made this place great and allowed us toearn our clients’ trust for 143 years. It wasn’t just about making money; this alone will not sustaina firm for so long. It had something to do with pride and belief in the organization. I am sad to saythat I look around today and see virtually no trace of the culture that made me love working forthis firm for many years. I no longer have the pride, or the belief.
文化曾经是高盛取得成功的重要原因，这一点对公众来说似乎有点出乎意料。过去高盛的文化一直围绕着团队协作、正直、谦逊，以及永远为客户的利益考虑。文化是高盛之所以能成为一个伟大公司的秘诀，帮助我们在过去的143年一直赢得客户的信任。过去高盛的文化不仅仅围绕赚钱，因为这一点不足以使一个公司在这么长的时期里屹立不倒。高盛的人一直为公司感到骄傲，对自己所从事的事业充满信仰。然而，在过去很多年，我环顾四周，发觉曾经使我热爱这份工作的文化已不复存在，我不再为它感到骄傲，我不再对自己从事的事业充满信仰。
But this was not always the case. For more than a decade I recruited and mentored candidatesthrough our grueling interview process. I was selected as one of 10 people (out of a firm of morethan 30,000) to appear on our recruiting video, which is played on every college campus we visitaround the world. In 2006 I managed the summer intern program in sales and trading in New Yorkfor the 80 college students who made the cut, out of the thousands who applied.
但情况并不总是这样。十几年来，我面试并招募了一批批新人，悉心指导他们。我和另外9名同事被拍进一段招聘视频短片，在全球各大高校播放。2006年，我从数千名应聘者中挑选出80名学生同事进入夏季实习计划，训练他们买卖和交易。
I knew it was time to leave when I realized I could no longer look students in the eye and tell themwhat a great place this was to work.
我知道，当我认识到自己不再能看着学生们的眼睛，告诉他们在这个地方工作有多棒，这时候就该离开了。
When the history books are written about Goldman Sachs, they may reflect that the current chiefexecutive officer, Lloyd C. Blankfein, and the president, Gary D. Cohn, lost hold of the firm’s cultureon their watch. I truly believe that this decline in the firm’s moral fiber represents the single mostserious threat to its long-run survival.
当历史书中描述高盛时，它们可能会显示，高盛在首席执行官Lloyd C. Blankfein和总裁Gary D.Cohn的管理下，失去了对公司文化的掌控。我的确认为公司道德品行沦落是对高盛长期生存的威胁。
Over the course of my career I have had the privilege of advising two of the largest hedge fundson 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 baseof more than a trillion dollars. I have always taken a lot of pride in advising my clients to do what Ibelieve is right for them, even if it means less money for the firm. This view is becoming increasinglyunpopular at Goldman Sachs. Another sign that it was time to leave.
在我的职业生涯中，我有幸为全球两大对冲基金、美国五大资产经理以及中东和亚洲的三个影响力的主权财富基金担任过咨询顾问。我的客户拥有的总资产基础超过了1万亿美元。我一直以来都以为客户提供对他们有利的建议为荣，即使有时候这意味着高盛能从中得到的利润相对较少。然而我的这一观点在高盛越来越缺少拥护，这也是现在对我来讲是时候离开的另一个原因。
