Goldman Sachs One Goldman Sachs 3.0: AI reshapes work and pay

1. What One Goldman Sachs 3.0 means

One Goldman Sachs 3.0 is the firm’s internal label for a strategic pivot toward automation, technology and AI under CEO David Solomon. The aim is to transform how work gets done across businesses by embedding more software, data engineering and machine intelligence into daily workflows. For employees, this is not just a tech investment but a redefinition of roles, expectations and the metrics that will measure success.

2. Evidence of rising productivity

Under Solomon the firm has already reported significant gains: revenue per employee is roughly 30% higher since 2019, a clear indicator of rising output per head. That trend shows technology and productivity programs have had measurable effects, but numbers alone don’t guarantee higher pay or job security. Employees should expect those productivity metrics to increasingly determine staffing, bonus pools and promotion decisions.

3. Tasks targeted for automation

Goldman plans to automate many routine, repeatable activities including client onboarding, regulatory paperwork and data synthesis. Automating onboarding and compliance paperwork reduces manual error and speeds deal flow, while programmatic data synthesis aims to deliver faster, cleaner analysis for front-office decision-making. For operational roles, this means a shift away from transactional work toward supervising automation, exception handling and higher-complexity tasks.

4. How bankers’ jobs are expected to change

The bank intends to free bankers from administrative burden so they can spend more time on client-facing activities: pitching, relationship-building and deal execution. That reorientation elevates skills like client management, negotiation and industry knowledge while reducing the value of routine process mastery. Bankers who can translate automation outputs into strategic advice will be better positioned; those whose value hinges on administrative control will need to adapt.

5. The trade-off: efficiency versus the fee pool

A key tension flagged by analysts is straightforward: if output per employee rises but the overall fee pool for banking services does not grow proportionally, the bank faces two choices—win market share or reduce headcount. Raising productivity without expanding the pie creates pressure on margins, headcount and compensation allocations. For employees, that trade-off means efficiency gains can coexist with layoffs or tougher compensation decisions if revenue growth lags.

6. Metrics investors will watch

Investors are likely to focus on gross profit per employee and similar productivity ratios as a shorthand for how well the tech investment converts into shareholder value. Those metrics move faster than headcount and can dictate market expectations for returns, bonuses and future hiring. Expect greater transparency and discussion of per‑employee profitability in quarterly reporting and investor calls, which in turn feeds back into internal performance targets.

9. What managers and teams should do now

Managers should map which tasks are being automated, identify high-value exceptions, and redesign roles around supervision, judgment and client outcomes. Transparent communication about why automation is being adopted and how success will be measured reduces uncertainty and preserves trust. Teams that align automation goals with clear career pathways—training, rotations to tech squads, or hybrid role creation—will retain higher morale and institutional knowledge.

10. Longer-term cultural and workplace dynamics

The shift to AI and automation will change how performance is evaluated, how teams are structured, and where hiring dollars flow—into data science, engineering and client-facing senior roles. Culture may tilt toward metric-driven accountability and faster operational tempos; employees comfortable with iterative improvement and cross-disciplinary work will thrive. Conversely, those in tightly siloed or process-heavy positions face the strongest pressure to evolve.

11. Practical takeaway for employees

Treat this phase as both a threat and an opportunity: automation can remove drudgery and create bandwidth for higher-value work, but only if you make yourself indispensable at the intersection of technology and client impact. Invest in skills, track outcomes, and push your managers to align team goals with measurable business metrics. That approach helps you benefit from productivity gains rather than be a victim of them.