{"id":6462,"date":"2026-03-19T19:25:48","date_gmt":"2026-03-19T11:25:48","guid":{"rendered":"https:\/\/moresourcing.com\/how-goldman-sachs-stays-agile-hr-leader-jacqueline-arthur\/"},"modified":"2026-03-19T19:25:48","modified_gmt":"2026-03-19T11:25:48","slug":"how-goldman-sachs-stays-agile-hr-leader-jacqueline-arthur","status":"publish","type":"post","link":"https:\/\/moresourcing.com\/en\/how-goldman-sachs-stays-agile-hr-leader-jacqueline-arthur\/","title":{"rendered":"How Goldman Sachs Stays Agile: HR Leader Jacqueline Arthur"},"content":{"rendered":"<p><\/p>\n<div>\n<div class=\"article-left-col\">\n<section class=\"article-topics\">\n<h4 class=\"article-topics__title\">Topics<\/h4>\n<\/section>\n<section class=\"article-section\">\n<h4 class=\"article-section__title\">Culture Champions<\/h4>\n<p>\n            Building a healthy culture is one of the most important \u2014 and hardest  \u2014 leadership jobs. These articles, based on a webinar series and research by Donald Sull and CultureX, share actionable advice from leaders whose cultures produced exceptional business results and a world-class employee experience.        <\/p>\n<p>        <a href=\"https:\/\/sloanreview.mit.edu\/series\/culture-champions\/\" class=\"article-section__link\"><\/p>\n<p>           More in this series<br \/>\n                      <\/a><\/p>\n<\/section><\/div>\n<aside class=\"article-ad ad-300  ad-300x250 ad-desktop\">\n<\/aside>\n<aside class=\"article-ad ad-300  ad-300x250 ad-mobile\">\n<\/aside>\n<figure class=\"article-inline\">\n<img fetchpriority=\"high\" fetchpriority=\"high\" decoding=\"async\" width=\"1290\" height=\"860\" alt=\"\" class=\"wp-image-126099\" srcset=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/03\/How-Goldman-Sachs-Stays-Agile-HR-Leader-Jacqueline-Arthur.jpg 1290w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-300x200.jpg 300w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-150x100.jpg 150w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-768x512.jpg 768w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-764x509.jpg 764w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-382x255.jpg 382w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-870x580.jpg 870w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-435x290.jpg 435w\" data-lazy-sizes=\"(max-width: 1290px) 100vw, 1290px\" src=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/03\/How-Goldman-Sachs-Stays-Agile-HR-Leader-Jacqueline-Arthur.jpg\"\/><img fetchpriority=\"high\" fetchpriority=\"high\" decoding=\"async\" width=\"1290\" height=\"860\" src=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/03\/How-Goldman-Sachs-Stays-Agile-HR-Leader-Jacqueline-Arthur.jpg\" alt=\"\" class=\"wp-image-126099\" srcset=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/03\/How-Goldman-Sachs-Stays-Agile-HR-Leader-Jacqueline-Arthur.jpg 1290w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-300x200.jpg 300w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-150x100.jpg 150w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-768x512.jpg 768w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-764x509.jpg 764w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-382x255.jpg 382w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-870x580.jpg 870w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-435x290.jpg 435w\" sizes=\"(max-width: 1290px) 100vw, 1290px\"\/><figcaption>\n<p class=\"attribution\">Aleksandar Savic<\/p>\n<\/figcaption><\/figure>\n<div class=\"article-summary\"><strong class=\"article-summary__strong\">Summary: <\/strong><\/p>\n<p>Goldman Sachs employees highly value the firm\u2019s power to evolve. But to keep that power, the firm must attract, develop, and retain ambitious and talented employees. Jacqueline Arthur, global head of human capital management at Goldman Sachs, shares the talent approaches behind the Wall Street giant\u2019s agility.<\/p>\n<\/div>\n<p><span class=\"smr-leadin\">After World War II<\/span>, Goldman Sachs ranked 10th among the top 30 U.S. investment banks. Twenty-seven of those once-mighty Wall Street rivals, including Salomon, Lehman, and First Boston, have been relegated to the annals of business history. Goldman, in contrast, is a global powerhouse, employing more than 46,000 people, operating in more than 40 countries, and supervising $3 trillion in total assets.<\/p>\n<p>Goldman owes much of its survival and success not to financial acumen, which its rivals shared, but rather to organizational agility \u2014 sustained not for quarters or years but for decades. The firm has repeatedly evolved to thrive through market upheavals, geopolitical turbulence, technological revolutions, and unrelenting waves of product and service innovation.<\/p>\n<p>CultureX recently analyzed feedback from more than 250,000 employees across 50 diversified financial services and asset management institutions. We benchmarked Goldman Sachs against its peers in terms of how frequently and positively the firm\u2019s employees discussed more than 125 topics in their online job reviews. Goldman ranked first among its peers in terms of agility, scoring nearly two standard deviations above the industry average.<\/p>\n<p>A critical engine of Goldman\u2019s sustained agility is its ability to attract, develop, and retain ambitious and talented employees. In an industry that attracts high-caliber talent across the board, Goldman Sachs stands out. Employees speak about the firm\u2019s talent density \u2014 colleagues who are impressive, intelligent, hardworking, and ambitious, with the latter trait being mentioned more than three standard deviations above the peer group average.<\/p>\n<p>In a recent podcast, Jacqueline Arthur, global head of human capital management at Goldman Sachs, shared the approaches to hiring, internal mobility, performance management, and development that have helped the firm maintain its agility over decades.<\/p>\n<h3>1. To fight complacency, hire ambitious people.<\/h3>\n<p>Sustained success breeds complacency in most organizations. Goldman fights this by hiring ambitious people who constantly challenge the status quo. \u201cOur people are ambitious, motivated, hardworking, and resilient, which means open to feedback and open to challenging discussions,\u201d Arthur said. \u201cWhen you have talent that\u2019s looking to grow and an environment that champions that mindset, it becomes the bedrock of an organization that\u2019s constantly challenging itself to do things better. It feels like it\u2019s part of our DNA.\u201d<\/p>\n<p>That restless drive to improve extends well beyond financial products and services. \u201cCultivating a culture that encourages and supports innovation and experimentation \u2014 it\u2019s not just about what new products can we offer,\u201d Arthur said. \u201cIt\u2019s also about thinking about every dimension of our business, the markets, and even how we do things internally. Are there better or smarter ways to evolve how we manage day-to-day tasks?\u201d<\/p>\n<h3>2. Reduce bureaucratic obstacles to action.<\/h3>\n<p>Agility requires speed, and speed works best when employees aren\u2019t slowed down by unnecessary red tape. \u201cIn our day-to-day businesses, we are really encouraging our employees to act like owners,\u201d Arthur said. \u201cAnd really, what does that mean? Intentionally reducing bureaucratic layers and empowering our teams with significant autonomy so that, ultimately, decision-making is swift [and] accountability is clear, even as we operate at a global scale and at a very fast pace.\u201d<\/p>\n<p>\u201cWe\u2019re very data-oriented,\u201d Arthur continued. \u201cIn our annual sentiment surveys, [we ask,] do our employees feel empowered to come up with new and better ways of doing things? And we score extraordinarily high on that question, really, across all levels of the organization.\u201d<\/p>\n<div class=\"callout-pullquote callout-pullquote--no-quote callout-pullquote--long\" data-aos-duration=\"900\" data-aos-anchor-placement=\"bottom-bottom\" data-aos-easing=\"ease-out-back\" data-aos=\"fade-up\">\n<p class=\"callout-pullquote__quote\">\n\t\t\t\t\tGoldman provides employees at all levels with the strategic context they need to make good decisions.\n\t\t\t\t\t<\/p>\n<\/div>\n<p>One risk: Ownership without context can lead to well-intentioned decisions that don\u2019t align with the firm\u2019s strategic direction. Goldman addresses this by providing employees at all levels with the strategic context they need to make good decisions. \u201cA few years ago, our earnings town halls were open to our managing directors and partners,\u201d Arthur said. \u201cOne of the things we did was open up these town halls to our broader employee base, because it\u2019s imperative that they understand the firm strategy and [that] they feel aligned to it, even if they\u2019re responsible for [only] a discrete piece of that in their day-to-day role.\u201d <\/p>\n<h3>3. Encourage internal movement to retain ambitious employees.<\/h3>\n<p>The ambitious employees Goldman hires need room to grow \u2014 and will leave if they don\u2019t find it. Internal mobility is Goldman\u2019s answer to this challenge. \u201cWe focus on helping our managers understand having an employee-first focus on talent development,\u201d Arthur said, \u201cbecause sometimes that best opportunity for someone doesn\u2019t necessarily exist in your team. It exists someplace else in the firm.<\/p>\n<p>\u201cA core part of our culture and value proposition has been this opportunity for mobility to facilitate a long-term career at Goldman Sachs,\u201d Arthur explained. \u201cWhen we actively encourage and facilitate this internal movement, essentially we\u2019re rehiring our best talent and recontracting with them in terms of the value proposition of a career at Goldman Sachs, which keeps them inspired and motivated.\u201d Arthur exemplifies this mobility: \u201cI started in our revenue businesses; I was in the executive office; I\u2019m now in human capital management. I\u2019m a recovering lawyer. I did not start in human capital or in the HR department.\u201d<\/p>\n<p>Mobility enhances agility for the firm beyond retaining ambitious employees. \u201cIt creates incredibly well-rounded professionals who have a much broader exposure,\u201d Arthur said. \u201cUnderstanding how various parts of the firm connect, understanding our culture better from that perspective, provides significant advantages in terms of judgment and clarity, which are really critical for agile decision-making.\u201d<\/p>\n<p><em>Want to hear more advice from Arthur? Watch this conversation and the entire series on the\u202f<a href=\"https:\/\/www.youtube.com\/@culturexculturexculturex\" target=\"_blank\">CultureX YouTube channel<\/a>, on\u202f<a href=\"https:\/\/open.spotify.com\/show\/6oSF9YHbZGhj8UHrFE6mCf?si=8bb3324edb1f4e44\" target=\"_blank\">Spotify<\/a>, or on\u202f<a href=\"https:\/\/podcasts.apple.com\/us\/podcast\/culture-champions-by-culturex\/id1774969910\" target=\"_blank\">Apple Podcasts<\/a>.<\/em><\/p>\n<aside class=\"article-ad ad-300  ad-300x250 ad-desktop\">\n<\/aside>\n<aside class=\"article-ad ad-300  ad-300x250 ad-mobile\">\n<\/aside>\n<div class=\"article-left-col--footer\">\n<section class=\"article-topics\">\n<h4 class=\"article-topics__title\">Topics<\/h4>\n<\/section>\n<section class=\"article-section\">\n<h4 class=\"article-section__title\">Culture Champions<\/h4>\n<p>\n            Building a healthy culture is one of the most important \u2014 and hardest  \u2014 leadership jobs. These articles, based on a webinar series and research by Donald Sull and CultureX, share actionable advice from leaders whose cultures produced exceptional business results and a world-class employee experience.        <\/p>\n<p>        <a href=\"https:\/\/sloanreview.mit.edu\/series\/culture-champions\/\" class=\"article-section__link\"><\/p>\n<p>           More in this series<br \/>\n                      <\/a><\/p>\n<\/section><\/div>\n<div class=\"article-authors\" id=\"article-authors\">\n<h4 class=\"article-authors__title\">About the Authors<\/h4>\n<div class=\"article-authors__bio\">\n<p><a href=\"https:\/\/www.linkedin.com\/in\/donald-sull-1077444\/\" target=\"_blank\">Donald Sull<\/a>\u202f(<a href=\"https:\/\/x.com\/culturexinsight\" target=\"_blank\">@culturexinsight<\/a>) is a professor of the practice at the MIT Sloan School of Management and a cofounder of\u202fCultureX.\u202f<a href=\"https:\/\/www.linkedin.com\/in\/charles-sull\/\" target=\"_blank\">Charles Sull<\/a>\u202fis a cofounder of CultureX.<\/p>\n<\/div><\/div>\n<\/div>\n<p>#Goldman #Sachs #Stays #Agile #Leader #Jacqueline #Arthur<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Topics Culture Champions Building a healthy culture is one of the most important \u2014 and hardest \u2014 leadership jobs. These articles, based on a webinar series and research by Donald Sull and CultureX, share actionable advice from leaders whose cultures produced exceptional business results and a world-class employee experience. More in this series Aleksandar Savic [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":6463,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[9],"tags":[],"class_list":["post-6462","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-management"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v25.7.1 (Yoast SEO v25.8) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>How Goldman Sachs Stays Agile: HR Leader Jacqueline Arthur - MORE SOURCING LTD<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/moresourcing.com\/en\/how-goldman-sachs-stays-agile-hr-leader-jacqueline-arthur\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"How Goldman Sachs Stays Agile: HR Leader Jacqueline Arthur\" \/>\n<meta property=\"og:description\" content=\"Topics Culture Champions Building a healthy culture is one of the most important \u2014 and hardest \u2014 leadership jobs. 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