Innovation Blog
Goldman Sachs: A Tale of Complexity
By Shlomo Maital
According to The Economist:
Wall Street was stunned as civil-fraud charges were brought against GOLDMAN SACHS. The Securities and Exchange Commission alleges that thebank deceived investors in a synthetic collateralised-debt obligation built on mortgage assets, by not disclosing that Paulson, a hedge fund that had some say in choosing which securities went into the product, would profit if the CDO performed poorly. Goldman vigorously denied the allegations.
Synthetic collateralized debt obligation? How many people know what that is? How many finance professionals understand what it is? There is a key point here, beneath the allegations of corrupt behavior.
Simplicity is a core principle, in strategy, business design, in finance, in life. Complexity can only be justified, if it exists within organizations in order to simplify life for clients and customers. For instance, IBM complicates its organizational structure, using a matrix structure and a customer-facing executive, who puts together a complex virtual organization, with the sole purpose of simplifying life for the client.
Allegedly, Goldman Sachs used the complexity of CDO’s (collateralized debt obligations) to obscure the fact that the “collateral” was not real — the sub-prime mortgages that comprised the collateral were worthless. They sold UDO’s uncollateralized debt obligations, allegedly, worth about as much as UFO’s (unidentified flying objects, or aliens). Very few people sat down and read the legal documents, that showed what “collateral” really underpinned the security. (One who did was the doctor with Asperger’s Disease, whose illness enabled him to carefully read the fine print, and profit vastly from it by selling them short!).
Complexity, when it serves clients by making their own lives simpler, is wonderful. Complexity, when it hides alleged nefarious manipulations, is contemptible.
In the end, it is caveat emptor. Buyer, beware! If you don’t understand it fully, and if they can’t explain it to you — run as far and as fast as you can. Why didn’t Goldman Sachs’ clients do this?

