Goldman Sachs is rolling out a significant AI-driven overhaul of its OneGS program, the cross-bank initiative designed to drive new enterprise and unify the agency’s providers underneath one banner.
As a part of that revamp, dubbed OneGS 3.0, Goldman Sachs will implement a “restricted discount in roles” and can limit head rely development by the tip of the yr, the corporate mentioned in a firmwide inner memo on Tuesday seen by Enterprise Insider.
The revamp will “re-wire” Goldman’s operations to spice up effectivity, profitability, and shopper service, CEO David Solomon, President John Waldron, and CFO Denis Coleman mentioned within the memo. “To completely profit from the promise of AI, we want better pace and agility in all aspects of our operations,” they wrote. “It is a second for us to broaden our ‘One Goldman Sachs’ ethos to our inner working mannequin.”
Throughout the name with shareholders on Tuesday, Solomon mentioned OneGS could be a multiyear effort and teased some potential modifications. He mentioned work streams like gross sales enablement and shopper onboarding might get a direct carry by incorporating AI options.
The plans come after Solomon recently said at a convention that he predicted the agency would, in actual fact, have extra workers — not much less — within the coming years, because of the effectivity features that may be generated by embracing generative synthetic intelligence. Goldman has already leaned heavily into AI, from its GS AI Assistant — an inner ChatGPT-like product — to copilot tools designed to assist bankers work extra effectively.
A spokesperson for the financial institution instructed Enterprise Insider that the agency anticipates ending 2025 with a internet enhance in head rely; it reported larger staffing numbers in third-quarter earnings, with its world workforce rising 5% to about 48,000 positions.
Learn the complete memo that Goldman’s management workforce despatched to its workforce on Tuesday.
October 14, 2025
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OneGS 3.0 — Remodeling the Working System for the Agency
Over the previous seven years, we’ve got meaningfully strengthened our shopper franchise and unlocked important worth for our shareholders. Since October 2018, our inventory worth has elevated ~250 %, our e book worth per share has grown by 79 %, and we’ve got raised our quarterly dividend by 400 %.
Our means to additional develop the agency will likely be materially enhanced by working extra effectively and successfully. To do that, we consider the time is correct to rework the working system for the agency — what we’re calling OneGS 3.0.
The quickly accelerating developments in AI can unlock important productiveness features for us, and we’re assured we are able to re-invest these features to proceed delivering world-class options for our purchasers. Whereas we’re nonetheless within the early innings when it comes to assessing the place AI options can finest be deployed, it is change into more and more clear that our operational effectivity objectives must replicate the features that can come from these transformational applied sciences.
To completely profit from the promise of AI, we want better pace and agility in all aspects of our operations. This does not simply imply re-tooling our platforms. It means taking a front-to-back view of how we set up our individuals, make choices, and take into consideration productiveness and effectivity. Briefly, it is a second for us to broaden our “One Goldman Sachs” ethos to our inner working mannequin.
We’ve got made super progress by our One Goldman Sachs framework to, first, break down silos and enhance our means to serve our purchasers by our cross-divisional shopper initiative launched in 2018, and second, enhance synergies throughout our companies by bringing collectively our main franchises in International Banking & Markets and Asset & Wealth Administration. OneGS 3.0 is a pure evolution of this framework that can rewire the agency and additional scale the perfect shopper service group in monetary providers.
This will likely be a multi-year effort that can construct over time. We plan to measure our progress throughout six objectives: (1) enhancing the shopper expertise; (2) enhancing profitability; (3) driving productiveness and effectivity; (4) strengthening resilience and capability to scale; (5) enriching the worker expertise; and (6) bolstering threat administration.
To begin, we’re drilling in on a handful of front-to-back workstreams that may considerably profit from AI-driven course of reengineering and can assist inform our longer-term method. These embrace priorities akin to gross sales enablement and shopper onboarding that straight impression the shopper expertise, in addition to different important areas which have touchpoints throughout the agency, for instance our lending processes, regulatory reporting, and vendor administration.
Our groups are already seeing various alternatives in these areas to ship the agency much more seamlessly to our purchasers and drive better capability for future development. To realize this, we have to have the perfect individuals in the correct seats, give them the instruments to satisfy the wants of our purchasers, and implement the best and environment friendly processes. Even when the enterprise is performing properly, we’ve got an obligation to evaluation our operations rigorously and place the agency for the longer term.
As a part of this broader accountability, we’ll constrain headcount development by the tip of the yr, along with a restricted discount in roles throughout the agency. These focused steps are according to our priorities of gaining extra agility and creating the correct workforce constructions with a purpose to implement efficient AI options and spend money on probably the most engaging long-term development alternatives.
We do not take these choices frivolously, however this course of is a part of the long-term dynamism our shareholders, purchasers, and folks anticipate of Goldman Sachs. The agency has all the time been profitable by not simply adapting to alter, however anticipating and embracing it.
We’re deeply grateful to all of you in your dedication to the agency and your colleagues — and for all the time placing our purchasers first because the agency continues to evolve. We’re assured that we are able to leverage our present tradition of collaboration and one-firm mentality, alongside the most recent in technological options throughout AI and automation, to meaningfully remodel Goldman Sachs.
David Solomon
John Waldron
Denis Coleman