Smith blamed the company's management for promoting employees who made money for the firm, often by getting customers to buy products that Goldman Sachs was trying to get rid of. If clients can't trust the firm, they will stop doing business with it, however smart its employees, Smith wrote in the Times.
''Culture was always a vital part of Goldman Sachs's success," he wrote in the New York Times. "It revolved around teamwork, integrity, a spirit of humility, and always doing right by our clients," he said. "It wasn't just about making money; this alone will not sustain a firm for so long. It had something to do with pride and belief in the organization. I am sad to say that I look around today and see virtually no trace of the culture that made me love working for this firm."
Goldman Sachs's score was among the lowest in a recent study of corporate reputations, according to a Feb. 13 statement from Harris Interactive Inc., a market research firm.