What Goldman Sachs can teach you about keeping a global business together

The bank's former European HR head explains that you can't expect to create an identikit culture across continents.

by Stephen Jones

Jo Geraghty spent six years heading up HR for Goldman Sachs in France and Switzerland. During this time she dealt with everything from the routine tax status of relocated workers, to the more emergency room task of repatriating a deceased body, yet her biggest challenge related to culture.

How, in an organisation of 36,000 people, spanning 30 countries, with all the siloes and regional idiosyncrasies that this brings, can you create a single, unified culture to bind it all together?

Her conclusion is, you can’t. It’s a lesson she says she learned the hard way.

Sign in to continue

Sign in

Trouble signing in?

Reset password: Click here

Email: mtsupport@haymarket.com

Call: 020 8267 8121



  • Up to 4 free articles a month
  • Free email bulletins

Register Now

Become a subscriber

From £66 a quarter

  • Full access to managementtoday.co.uk
  • Exclusive event discounts
  • Management Today's print magazine
  • Plus lots more, including our State of the Industry Report.

Choose a Package