????華爾街其他首席執(zhí)行官們告訴《財(cái)富》雜志稱，除非柯恩今年就能夠坐上頭把交椅（雖然沒有其他顯而易見的候任者），否則科恩最終很難如愿以償。姑且不論業(yè)界的看法是否正確，但人們普遍認(rèn)為柯恩和布萊克費(fèi)恩是極其相似的管理者，他們不守規(guī)矩、橫沖直撞的方式已將過去以客戶為中心的文化引入歧途。正像布蘭克費(fèi)恩曾經(jīng)告訴《財(cái)富》雜志的那樣，“我們以前在J. Aron 部門（他和柯恩一起為該金屬交易部門工作多年）工作的時(shí)候，字典里沒有‘客戶’或‘顧客’這種字眼。但我們有‘交易對手’，因?yàn)槲覀儾恢馈畬κ帧@個(gè)詞怎么寫?！奔热徽J(rèn)為布蘭克費(fèi)恩和柯恩都抱著這樣的態(tài)度，柯恩擔(dān)任首席執(zhí)行官可能并不會讓那些希望看到高盛高層真正有所改變的股東們感到滿意。

????人們早已開始打賭如果布蘭克費(fèi)恩繼續(xù)留任，柯恩的位子還能保多久。這很大程度上取決于布蘭克費(fèi)恩能否繼續(xù)跟一個(gè)似乎看扁他、還隨時(shí)準(zhǔn)備搶他飯碗的人共事。

約翰?羅杰斯，高盛執(zhí)行副總裁、幕僚長和董事會秘書

????一些高盛前雇員表示，自從2001年羅杰斯開始擔(dān)任高盛幕僚長，他幫助打造了華爾街所謂的高盛方式——也就是圍繞高盛建起嚴(yán)密的靜錐區(qū)，盡可能地保護(hù)員工免受審查，并讓高管內(nèi)斗這樣的事情遠(yuǎn)離公眾視線。事實(shí)上，高盛的家務(wù)事總是麻煩不斷，領(lǐng)導(dǎo)人更替也總是雞飛狗跳，但正如一位前高管所述，外界沒有實(shí)時(shí)目睹這些鬧劇。但過去幾個(gè)月高盛內(nèi)部的這些臟事兒都被抖摟了出來，羅杰斯本人也被解除了高盛和工會談判的首席協(xié)調(diào)人職務(wù)；工會敦促高盛分拆布蘭克費(fèi)恩的董事長和首席執(zhí)行官兩項(xiàng)職責(zé)。盡管做出了最大的努力，但現(xiàn)在已無人能阻止合伙人們泄漏公司內(nèi)部爭斗的細(xì)節(jié)，甚至連羅杰斯也辦不到。

麥克?埃文思，高盛副董事長兼新興市場全球主管

????柯恩出手搶奪布蘭克費(fèi)恩的寶座前，很早就有報(bào)道稱埃文斯也參與了這場角逐。這位投資銀行家及奧運(yùn)金牌得主（賽艇項(xiàng)目，代表加拿大參賽）去年1月被擢升至一個(gè)新設(shè)立的職位，掌管公司新興市場業(yè)務(wù)。幾乎是同時(shí)就有傳言稱，他將成為下一任首席執(zhí)行官，特別是鑒于他正在積極彌補(bǔ)高盛受損的聲譽(yù)。他曾擔(dān)任旨在改變高盛對待客戶方式的企業(yè)標(biāo)準(zhǔn)委員會（Business Standards Committee）主席。

????一名高盛合伙人告訴《財(cái)富》雜志稱，埃文斯曾指望借高盛現(xiàn)有文化（普遍認(rèn)為始作俑者是布蘭克費(fèi)恩和柯恩）備受爭議之際，加強(qiáng)對公司的控制和影響力。但據(jù)接近高盛董事會的一位消息人士稱，董事會最終選擇繼續(xù)效忠于布蘭克費(fèi)恩，埃文斯看來已漸行漸遠(yuǎn)。真的嗎？彭博社（Bloomberg）的一篇專欄文章認(rèn)定，埃文斯事實(shí)上受益于格雷格?史密斯風(fēng)波。隨著公眾譴責(zé)布蘭克費(fèi)恩和柯恩領(lǐng)導(dǎo)下的高盛文化，彭博社認(rèn)為，“深諳權(quán)術(shù)的埃文斯……可以在高盛董事會和公眾面前塑造一個(gè)精于世故、以客戶為重的救世主和老派投資銀行家的形象?！?/p>

約翰?布萊恩，高盛董事會首席獨(dú)立董事

????高盛權(quán)力斗爭中的一個(gè)轉(zhuǎn)折是董事會設(shè)立了首席獨(dú)立董事職位，據(jù)報(bào)道此舉旨在滿足股東提出的由兩人分別擔(dān)任董事長和首席執(zhí)行官的想法。正如路透社（Reuters）一篇評論所述，布蘭克費(fèi)恩事實(shí)上控制了董事會，“近年來董事會更大程度上已成為一個(gè)需要解決的管理問題，不再是CEO需要對之負(fù)責(zé)的權(quán)力機(jī)構(gòu)?！?/p>

????《華爾街日報(bào)》報(bào)道稱，高盛沒有解除布蘭克費(fèi)恩的董事長職務(wù)（或者更進(jìn)一步，解除他的首席執(zhí)行官職務(wù)），而是設(shè)立了首席獨(dú)立董事這個(gè)職務(wù)。這位董事將評估首席執(zhí)行官的表現(xiàn)等等。股東美國州縣市雇員聯(lián)盟表示，首席獨(dú)立董事將“對公司行為和利益沖突提供亟需的重要審查”。最終獲得這個(gè)職位的布萊恩是Sara Lee前首席執(zhí)行官和多年的董事會成員，今年即將退休。從薪酬（堪稱華爾街最重要的指標(biāo)）來看，布萊恩對評估布萊克費(fèi)恩的表現(xiàn)可能有著復(fù)雜的感受。布萊克費(fèi)恩的總薪酬縮水，他的獎(jiǎng)金就從去年的540萬美元降到了今年的300萬美元。但他的基礎(chǔ)薪水從去年的水平上漲了兩倍多。

金世祿，高盛董事會成員，蘇黎世金融服務(wù)集團(tuán)前首席執(zhí)行官

????布萊恩今年退休后，金世祿將成為首席獨(dú)立董事。他也將成為高盛公司治理和任命委員會的主席。金世祿自2009年以來一直擔(dān)任高盛董事；和布萊恩不同，他與金融服務(wù)業(yè)關(guān)系密切。除了經(jīng)營蘇黎世金融服務(wù)集團(tuán)（Zurich Financial），金世祿同時(shí)還是會計(jì)師事務(wù)所普華永道（PricewaterhouseCoopers）的首席執(zhí)行官。如果布萊克費(fèi)恩年底前繼續(xù)擔(dān)任首席執(zhí)行官，今后將由金世祿負(fù)責(zé)評估他的表現(xiàn)。

????譯者：早稻米

????Other Wall Street CEOs have told Fortune that unless Cohn gets the top spot this year -- while there is no other obvious successor lined up -- they don't believe that he will ultimately get the job. There is a perception, true or not, that the two men are very similar leaders, and that their rough-and-tumble style has transformed a formerly client-centric culture for the worse. As Blankfein once told Fortune, "We didn't have the word 'client' or 'customer' at the old J. Aron [the metals trading division where he worked with Cohn for years]. We had counterparties - and that's because we didn't know how to spell the word 'adversary.'" Since both Blankfein and Cohn are believed to embody this attitude, making Cohn CEO may not satisfy shareholders who want real change at the top.

????People have already begun to bet on how long Cohn will keep his job if Blankfein stays. That may greatly depend on whether Blankfein can work with a man who seemingly saw him at his weakest and made a grab for his job.

John Rogers, executive vice president, chief of staff and secretary to the board

????Former Goldman employees say that, since becoming chief of staff in 2001, Rogers has helped foster what is known on the Street as The Goldman Way -- a strict cone of silence that surrounds the firm, protects employees as much as possible from scrutiny, and keeps things like executive internecine warfare far from the public eye. Family business at Goldman is often messy and succession in the past has been chaotic, but, as one former executive put it, the world didn't get to watch the show in real time. But the company's dirty laundry has been aired very publicly over the last few months, and Rogers himself was outed as a chief negotiator between Goldman and the union that pushed to split Blankfein's chairman and CEO roles. Despite best efforts, no one, not even Rogers, has the power to keep partners from leaking details about goings on at the firm.

J. Michael Evans, vice chairman and global head of growth markets

????Long before Cohn was moving in on Blankfein's job, Evans was reportedly putting his hat in the ring. The investment banker and Olympic gold medalist (rowing, Canada) was promoted last January to a newly-created position overseeing the firm's emerging markets business. Almost immediately there were rumors that he would be the next CEO, particularly given that he was actively working to fix Goldman's damaged reputation. He was the head of the Business Standards Committee, which was formed to change the way the bank treated clients.

????A Goldman partner tells Fortune that Evans hoped to use the scrutiny surrounding Goldman's current culture, widely viewed as the creation of Blankfein and Cohn, to gain control and influence at the firm. But at that time the board ultimately remained loyal to Blankfein, says a source close to the board, and it seemed that Evans was on his way out. Or was he? A Bloomberg column asserts that Evans actually benefited from the Greg Smith brouhaha. With the "public indictment of Goldman's culture under the leadership of Blankfein and Cohn," Bloomberg argues that "the Machiavellian Evans… can be presented to the Goldman board -- and to the public -- as a worldly, client- oriented, cleaner-than-clean savior and return of the old-school style investment-banker at Goldman."

John Bryan, lead director, Goldman Sachs board

????A twist was thrown into the Goldman power struggle when the board created the position of lead director, a move that was reportedly made to satisfy shareholders who wanted to divide the roles of chairman and CEO between two people. As one Reuters editorial put it, Blankfein has effectively controlled the board and "in recent history the board has been more of a problem to be managed than a powerful entity to whom the CEO is accountable."

????Rather than strip Blankfein of the chairman job (or, worse, the CEO role), the WSJ says that the company created the lead director position. This director will, among other things, evaluate the performance of the chief executive. AFSCME said that this lead director would "provide a much-needed and vital check on the company's practices and conflicts of interest." The new role went to Bryan, a former-CEO and longtime board member of Sara Lee, who is retiring this year. Looked at through the lens of compensation (arguably the metric that matters most on Wall Street), it seems that Bryan had mixed feelings about the CEO's performance. Blankfein's overall compensation shrank, and his bonus dropped from $5.4 million last year to $3 million this year. But his base salary more than tripled from last year.

James Schiro, Goldman board member and former CEO of Zurich Financial Services

????When Bryan retires this year, Schiro will become the lead director. He will also be the chair of the corporate governance and nominating committee. Schiro has been a Goldman director since 2009; and unlike Bryan, he is steeped in the world of financial services. In addition to running Zurich Financial, Schiro was also the CEO of accounting firm PricewaterhouseCoopers. If Blankfein stays on as CEO through this year, it will be Schiro who evaluates his performance going forward.