“Goldman Sachs’ culture is unique, but I would also say it’s constantly changing. You’d better be working at defining what you want it to be, constantly reshaping it, and amplifying what you think really matters.” – David Solomon – Goldman Sachs CEO
David Solomon, Chairman and CEO of Goldman Sachs, shared this insight during an interview with Sequoia’s Brian Halligan on 18 December 2025. The remark underscores his philosophy on organisational culture amid rapid transformation at the firm, particularly under the “Goldman Sachs 3.0” initiative focused on AI-driven process re-engineering.1,5
Solomon became CEO in October 2018 and Chairman in January 2019, succeeding Lloyd Blankfein. He brought a reputation for transformative leadership, advocating modernisation, flattening hierarchies, and integrating technology across operations. Key reforms include “One Goldman Sachs,” which breaks down internal silos to foster cross-disciplinary collaboration; real-time performance reviews; loosened dress codes; and raised compensation for programmers.1
His leadership style-pragmatic, unsentimental, and data-driven-emphasises process optimisation and open collaboration. Under Solomon, Goldman has accelerated its pivot to technology, automating trading operations, consolidating platforms, and committing substantial resources to digital transformation. The firm spent $6 billion on technology in 2025, with AI poised to impact software development most immediately, enabling “high-value people” to expand the firm’s footprint rather than reduce headcount.3,1
The quote reflects intense business pressures: regulatory uncertainty, rebounding capital flows into China, and a backlog of M&A activity. AI efficiency gains allow frontline teams to refocus on advisory, origination, and growth. Solomon’s personal pursuits, such as his career as DJ D-Sol performing electronic dance music, highlight his defiance of Wall Street conventions and commitment to cultural renewal.1,2,4
David Solomon: A Profile
David M. Solomon’s 40-year career in finance began in high-yield credit markets at Drexel Burnham and Bear Stearns, before rising through Goldman Sachs. Known for blending deal-making acumen with innovation, he has overseen integration of AI and fintech, workforce adaptations, and sustainable finance initiatives. His net worth is estimated between $85 million and $200 million in 2025.2,4
Solomon views experience as “hugely underrated” and a key differentiator, stressing its necessity alongside technological evolution. He anticipates AI will make productive people more productive, growing headcount over the next decade while automating rote tasks.3,5
Leading Theorists on Organisational Culture, Change, and AI-Driven Productivity
Solomon’s vision aligns with foundational thinkers in management, economics, and AI:
- Edgar Schein: Pioneer of organisational culture theory in his 1985 book Organizational Culture and Leadership. Schein defined culture as shared assumptions that guide behaviour, emphasising leaders’ role in articulating and embedding values-mirroring Solomon’s call to “define what you want it to be”.1
- Peter Drucker: Management consultant who coined “culture eats strategy for breakfast.” In works like Management: Tasks, Responsibilities, Practices (1974), he argued leaders must actively shape culture to drive performance, echoing the need for constant reshaping.1,2
- Erik Brynjolfsson and Andrew McAfee: MIT scholars in The Second Machine Age (2014), who theorise AI as a complement to human talent, amplifying productivity for “high-value” workers rather than replacing them-directly supporting Goldman’s strategy.1,3
- Clayton Christensen: Harvard professor and disruptor theory author (The Innovator’s Dilemma, 1997), who highlighted how incumbents must continually reinvent processes and culture to avoid obsolescence, akin to “Goldman Sachs 3.0”.1
- John Kotter: Harvard’s change management expert in Leading Change (1996), outlining an 8-step model stressing urgency, vision, and empowerment-principles evident in Solomon’s silo-breaking and tech integration.2
These theorists form an intellectual lineage where culture is dynamic, leadership proactive, and technology a catalyst for human potential. Solomon synthesises this into practice: sustainable advantage comes from empowering skilled individuals via AI, redeploying resources for growth amid disruption.1
References
1. https://globaladvisors.biz/2025/11/05/quote-david-solomon-goldman-sachs-ceo-5/
2. https://globaladvisors.biz/2025/10/31/quote-david-solomon-goldman-sachs-ceo-4/
3. https://www.businessinsider.com/david-solomon-ai-goldman-sachs-high-value-people-2025-10
4. https://globaladvisors.biz/2025/10/15/quote-david-solomon-goldman-sachs-ceo-2/
6. https://www.youtube.com/watch?v=XAt9vv192Ig
