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I have bad news: most large corporations are successful because they know how to make money. Often, the internal operations, are disappointingly bad, just not bad enough to kill the corp fast.

Source: I've worked in and with many successful organizations, and worked at one place with proper internal processes, so I know what's possible

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I have observed that also. Though I'm still not sure whether: 1) there are some small pockets where important decisions are made, innovation happens and the needle is moved, and dysfunction I see is just justified bloat of the company 2) it is the entire corporation like that but it somehow works at the end.
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The way I would describe large companies is similar to that joke "Mandatory scheduled fun events" just with innovation. Most large organizations cannot innovate, instead they execute well. Look at all the major large organizations, they primarily distinguish themselves on execution, not innovation. A startup that's hobbled together by passionate soft drink makers (or whatever) aren't gonna come close to full business efficiency of Coke Inc. The manufacturing capacity, distribution channels, the logistics, the brand management and awareness, the brand integration and cross promotion, and other things that come from economy of scale. The rigid structure is not a place for innovation to grow.
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>I have bad news: most large corporations are successful because they know how to make money.

Who is they? Do you have any idea what its like working at an org the size of GS, that you actually think these two completely different departments discussed the matter with each other?

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I'm no longer in that industry, but as I recall there are actually rules imposing independence from investment banking and research arms, for example. Dates back to the Dot Com era where research analysts were touting IPOs for the investment banking division.
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Fairly sure they tore those down last year or a bit before.
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In this case, both decisions are weighty enough that they should be made at the very top, by the same people.
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Really? You think executives at GS waste their time debating where software should be installed on trading desk computers? They have entire departments dedicated to handling those issues...
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I think that if this wasn't sanctioned by someone at the top then there would be a round of public hanging, drawings and quarterings in the IT department.

What is the Investment Bank version of "flogging round the fleet"?

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> In an honest, well-functioning org, those are decisions made by completely different groups that do not (and should not) report to each other.

I don't agree at all. Different groups should be supporting each other and the overall bottom line instead of their parochial, narrow self-interests - the latter is a poorly functioning org.

If by group A delaying its $100M cost-cutting, group B can add $1B to the bottom line, it would be a corporate and group management failure for group A not to cooperate.

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A well functioning org happens regularly. A well-functioning world is far more difficult.
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Well functioning by what metrics? To make money? No doubt Goldman sachs does that. But making money often has the incentive of ignoring ethics .. which is what this thread was about. Would they ignore ethics to make more money?

So here, would they synchronize announcing big things in relation to the hottest and most risky investment there is right now?

"what motivated them to announce this a few weeks before trading starts?"

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What was the point of this comment?
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Questioning the assumption that Goldman Sachs is a shiny example of ethics in this world.
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Tinfoil hattery
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Large horse cock moralising
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https://en.wikipedia.org/wiki/Nirvana_fallacy

Also what’s your point? Goldman Sachs shouldn’t pull Claude Code because there’s no point in trying in this world and we should all give up on everything?

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Kind of an odd strawman
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