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全球领导力-第3部分
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experiences pared with that of the United States。 Furthermore； the financial system reform that had begun in Britain offered Goldman Sachs more opportunity and strengthened my confidence to bring American experience to Britain。 On the other hand； it also changed our idea on the means of helping European enterprises to open up American market。 On the basis of the original blueprint； we need to help them to improve their investment and ameliorate their management in the domestic market。 Since then； he started his plan to train experts on hostile takeover prevention。
It is true that the market consciousness was not very strong in Britain in the early 1980s。 The general feeling was that they are quite ‘gentleman’ because they just waited their customers to visit them as soon as they sign the contract with them。 John Thorntons ‘American model’ brought about turmoil in the sphere of British security bank。 In 1986； there were altogether five hostile takeovers in Britain； each of which was a deal with a purchasing price beyond ￡ 1 billion。 And Goldman Sachs took part in four of these five hostile takeovers； three of which successfully defeated the hostile takeover。 As to the rest one； the actual purchasing price was much higher than the original one。 So to some extent； it could also be counted as a successful one。
As early as 1983； Thornton had already started his attempt to establish investment bank and develop franchising business in Europe。 In 1985； he moved to settle down in London。 Therefore； it could be said that it was almost on the basis of nothing that Thornton established his gigantic merging and acquisition business in Europe and successful opened up a new battlefield for Goldman Sachs。 It is by no means an easy project； because the business culture in Europe in the 1980s was still reputed for its conservativeness and selfplacence。 Even for American； they still had to overe many handicaps in culture and custom differences。
In 2002 when Thornton； the incumbent Chief Executive Officer of Goldman Sachs and the United Chief Operative Officer left London that he had lived for 15 years and moved back to New York； the Financial Times in Britain even extolled him as a man who ‘turn London into a modern city’。 The a little bit overstated words in fact meant that Thornton undermined the inactive and unprogressive operational mode of the local mercial bank。
Thorntons success also partly benefited from the privatization process in Great Britain and Germany that began in the 1980s； which provide great opportunities for such investment bank as Goldman Sachs Corporation。 The project that Goldman Sachs boasts about in Britain and Germany is BPs and German Teles listing in stock market respectively。 These two super project founded Goldman Sachs reputation and leading position in Europe。 Besides； the incumbent CEO of BP is an intimate friend of Thornton。
Diverting Attention to Asia and Set up Subsidiary in China
Subsequently； Thornton diverted his attention to Asia although he still paid close attention to Europe and played an important role in the decisionmaking of Goldman Sachs European subsidiaries。 At the end of 1996； he was appointed as the Chairman of the AsiaPacific region and stayed on that position for nearly three years。 The relationship between Thornton and Asian market can be traced back to 1993 when he was appointed by Li Zekai as consultative advisor in charge of the selling of Star TV。 This enabled him to know Asian market and finally promote him to be one of the major policymakers on Goldman Sachs Corporations Asian strategy。
The performance of Goldman Sachs in Asia is recognized by its Asian counterpart as solid and stable。 In China； Goldman Sachs has been invited by many largescale stateowned enterprises； such as China Tele （HK 941； now renamed China Mobile）； Petrochina； Bank of China （Hong Kong）； to restructure the pany and assist them to list in overseas stock market。 Among them； the project of China Tele one was guided by Thornton himself in 1997。
As the international business of Goldman Sachs developed； Thornton also came closer and closer to the peak position in the pany。 On March 1999； Thornton became the President of Goldman Sachs。 On May of the same year； he was appointed as the United Chief Operative Officer。 Just like that； Thornton； along with John Thain； another United Chief Operative Officer of Goldman Sachs became the second most important figure in the pany who seconded to none but Henry Boson the CEO of Goldman Sachs。
‘Thornton is a figure with the sharpest international consciousness in investment bank area’； mented Fang Fenglei； the Executive President of EastAsia Industrial mercial； who had worked with Thornton for many times。 While in the eyes of his colleagues； Thornton is a charismatic leader。 ‘Thornton is very smart person。 He has such an amazing ability that he could reach the core of the problem in a very short time and bring forward the resolution scheme in a very concise way’； Zhang Lihong； the Vice Board Chairman of German Bank in AsiaPacific Region； and former Chief Representative of Goldman Sachs in Beijing Agency。 She added；‘I think the position that suit him best is the position of American President。’
Saving Vodafone
Many people maintained that one of the reasons why John Thornton could achieve such a big success in Britain was that he spared no efforts to establish personal relations with wellknown leaders。 One of the best examples of this happened in 1988 when John Thornton noticed some special points in a British electronic pany called Racal Group。
On the surface； there were nothing special in the Annual Financial Form on the Balance of Revenue and Expenditure。 What attracted him was the mobile phone subsidiary in the Balance Form。 This was a smallscale pany whose asset only consists of twenty percent of the total assets of the Group。 John Thornton recalled；‘At that time； some local panies in America were doing mobile phone business as well。 And those panies were all suffering losses。 However； the market value of several listed panies was overestimated because people at that time still believed that the mobile phone business was doomed to have a bright future。 To my surprise； I found that the mobile phone subsidiary affiliated to Racal was making profits。 So I concluded that the stock value was in fact underestimated by market； and that it was very possible it would encounter hostile takeover’。
He immediately called the Board Chairman of Racal Group （actually he did not know him at that time）。 It was his secretary that picked up the phone and helped him record his message。 In that afternoon； the Board Chairman called back him。 John Thornton told him： Wed better talk this matter face to face； but by the phone because of its importance and sensibility。 So they arranged to meet in a hotel where John Thornton told the Board Chairman his analysis and offered him a solution。 That is to take out of twenty percent of the Groups stock to let them fluctuate separately as a way to show the market value of the mobile phone subsidiary。 Then； John Thornton provided the formal report to Racal at their request。 The next day； Racal Group implemented the strategy under the advice of John Thornton。
Today； there does not exist such a pany as Racal Group。 But that mobile phone subsidiary evolves into Vodafone； a business tycoon in Britain。 And Goldman Sachs also develops into a leading magnate in investment bank sphere。
After doing so many years business activities in Europe； John Thornton found some similarities between Asia and Europe。 He realized that Asia； especially China had great potential for further development。 In 1994； he asked the Board Chairman of Goldman Sachs whether he could move to Shanghai or not。 But he rebuffed Thorntons request because in his opinion Thornton could have a better career than in Asia。 But Thornton did not lower his interest and attention to Asia。 During this time； he acted as a consultant to assist Li Zekai in selling Star TV to Murdoch； the global media tycoon。
In fact； Murdoch did not have much interest in purchasing Star TV。 And the experts involved also considered that there was little chance for success because Star TV at that time was still suffering losses。 When John Thornton met Murdoch in Los Angeles and London； he seldom touched upon the details on the operation of Star TV。 On the contrary； he talked a lot on the economic development and the market potential of China。 At last； Murdoch agreed to purchase Star TV at the price of 1 billion。 John Thornton and Murdoch bees very good friend since then。 Later Murdochs BskyBs listing in Britain was pleted by John Thornton as well。
Mr。 Thornton arrived at China for the first time in 1993 and worked there for one years time。 During this period； he developed great interest in China。 And five years before when he was still the Chairman of Goldman Sachs in AsiaPacific region； now 49 yearsold John Thornton had already established close munications with many sectors and enterprises in China。
In 2003 when he was the frontrunner in taking over Henry Boson to be the CEO of Goldman Sachs； he suddenly declared he would resign and accept the appointment of Tsinghua University as a guest professor there； which meant that he had to journey to and fro from Beijing and his home in New York。
第二章到清华推动世界（1）
“为什么是清华？” 桑顿说，“两个原因：一个原因是我认识清华，和他们相处融洽；第二我认为清华作为一个培养过很多中国领导人的学校来说，有它特殊的位置。”
放弃高达1120万美元的年薪，到清华大学当一名无薪的教授。高盛前总裁兼首席运营官约翰·桑顿的惊人举动曾令各界哗然。
2003年3月的一个早晨，美国前总统克林顿的经济顾问委员会主席、伦敦经济学院商学院院长劳拉·苔森像往常一样打开当天的英国《金融时报》，一个十分熟悉的名字射入他的眼中，他简直不相信自己的眼睛：华尔街国际投资银行巨擘高盛公司总裁、联合首席运营官约翰·桑顿先生宣布辞职。“退休”后的他将成为北京清华大学经济管理学院的教授并在该院内发起一个名为“全球领袖”的项目。
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