Goldman Sachs is rolling out a major AI-driven overhaul of its OneGS program, the cross-bank initiative designed to drive new business and unify the firm’s services under one banner.
“This is a moment for us to expand our ‘One Goldman Sachs’ ethos to our internal operating model.”
In short, this is a moment for us to expand our “One Goldman Sachs” ethos to our internal operating model.
We don’t take these decisions lightly, but this process is part of the long-term dynamism our shareholders, clients, and people expect of Goldman Sachs.
We are confident that we can leverage our existing culture of collaboration and one-firm mentality, alongside the latest in technological solutions across AI and automation, to meaningfully transform Goldman Sachs.
The OneGS program, a cross-bank initiative aimed at attracting new business and consolidating the firm’s services under a single umbrella, is undergoing a significant AI-driven overhaul by Goldman Sachs.
Goldman Sachs said in a firmwide internal memo obtained by Business Insider on Tuesday that it will implement a “limited reduction in roles” and limit head count growth through the end of the year as part of that overhaul, known as OneGS 3.0.
In the memo, CEO David Solomon, President John Waldron, and CFO Denis Coleman stated that the redesign would “re-wire” Goldman’s operations to increase productivity, profitability, and customer service. They wrote, “We need greater speed and agility in all facets of our operations to fully benefit from the promise of AI.”. “We are taking this opportunity to apply our ‘One Goldman Sachs’ philosophy to our internal operating model. “.”.
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Solomon hinted at some possible changes and stated that OneGS would take several years to implement during the Tuesday call with shareholders. According to him, implementing AI solutions could instantly improve work streams like client onboarding and sales enablement.
The initiatives follow Solomon’s recent prediction at a conference that the company would actually hire more people in the upcoming years rather than fewer because of the efficiency gains that would result from adopting generative artificial intelligence. Goldman has already made significant use of AI, from copilot tools that help bankers work more productively to its GS AI Assistant, an internal product that functions similarly to ChatGPT.
According to a bank representative who spoke to Business Insider, the company expects to have a net increase in headcount by the end of 2025. The bank reported higher staffing numbers in its third-quarter earnings, with its global workforce growing by 5% to approximately 48,000 positions.
Read the entire memo that was distributed to Goldman’s employees on Tuesday by the company’s leadership team.
October 14, 2025. .
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The company’s operating system is being transformed by OneGS 3.0.
We have created substantial value for our shareholders and significantly enhanced our client franchise over the last seven years. Our book value per share has increased by 79%, our quarterly dividend has increased by 400%, and our stock price has risen by approximately 250 percent since October 2018.
Increasing our efficiency and effectiveness will significantly improve our capacity to expand the company further. In order to accomplish this, we think the moment has come to change the company’s operating system, which we are referring to as OneGS 3.0.
We are certain that we can reinvest the substantial productivity gains that the quickly accelerating AI advancements will allow us to continue providing our clients with top-notch solutions. It’s becoming more and more obvious that our operational efficiency goals must take into account the benefits that these game-changing technologies will bring, even though we are still in the early stages of determining where AI solutions can be implemented most effectively.
We need to increase speed and agility in every aspect of our operations if we are to fully realize the promise of AI. Not all of this is limited to retooling our platforms. It entails adopting an all-encompassing perspective on how we manage our workforce, make choices, and consider efficiency and productivity. To put it briefly, this is our chance to apply the “One Goldman Sachs” philosophy to our internal operating model.
Through our One Goldman Sachs framework, we have made great strides in two areas: first, dismantling silos and enhancing our capacity to serve our clients through our cross-divisional client initiative, which was introduced in 2018; and second, increasing business-wide synergies by uniting our top franchises in Asset & Wealth Management and Global Banking and Markets. OneGS 3.0 is a logical progression of this framework that will further scale the top financial services client service organization and rewire the company.
The effort will be sustained over several years. We intend to track our progress toward six objectives: (1) improving the customer experience; (2) increasing profitability; (3) increasing efficiency and productivity; (4) fortifying resilience and scalability; (5) improving the employee experience; and (6) enhancing risk management.
We are focusing on a few front-to-back workstreams first because they stand to gain a great deal from AI-driven process reengineering and will guide our longer-term strategy. The client experience is directly impacted by priorities like sales enablement and client onboarding, as well as other crucial areas that have an impact on the entire company, like our lending procedures, regulatory reporting, and vendor management.
Many opportunities are already being recognized by our teams in these areas to provide the firm to our clients even more smoothly and to increase our capacity for future growth. In order to accomplish this, we must place the most qualified individuals in the appropriate positions, provide them with the resources they need to satisfy our clients’ needs, and put the most effective and efficient procedures in place. We have a duty to thoroughly examine our operations and set up the company for the future, even when it is doing well.
Together with a limited reduction in roles throughout the company, we will limit headcount growth through the end of the year as part of this larger responsibility. Our priorities of increasing agility and establishing appropriate team structures to deploy successful AI solutions and make investments in the most alluring long-term growth prospects align with these specific actions.
Although we don’t make these choices lightly, this procedure is a component of the long-term dynamism that our clients, shareholders, and the general public anticipate from Goldman Sachs. The company has always been successful because it not only adjusts to change but also anticipates and welcomes it.
We sincerely appreciate your commitment to the firm and your coworkers, as well as your unwavering focus on our clients as the firm develops. We are sure that we can significantly change Goldman Sachs by utilizing the newest technological advancements in automation and artificial intelligence (AI) in conjunction with our current collaborative and one-firm mentality culture.
Solomon David.
Waldron John.
Coleman Denis.
