Famous Investment Quotes

IP is an intangible asset—an idea converted into transferable personal property rights through patents, trademarks, copyrights, service marks, and trade secrets. IP covers every famous animated character you’ve ever heard of, the logos on your clothing. IP covers products and services you use every day—from flashlights to mobile phones, packaging to cars, food and beverage products, to smart thermostats. IP is not only for big businesses. Most start-ups and event microbusinesses have IP of some kind. 

It seems obvious, looking back, that the artists of Weimar Germany and Leninist Russia lived in a much more attenuated landscape of media than ours, and their reward was that they could still believe, in good faith and without bombast, that art could morally influence the world. Today, the idea has largely been dismissed, as it must in a mass media society where art's principal social role is to be investment capital, or, in the simplest way, bullion. We still have political art, but we have no effective political art. An artist must be famous to be heard, but as he acquires fame, so his work accumulates 'value' and becomes, ipso-facto, harmless. As far as today's politics is concerned, most art aspires to the condition of Muzak. It provides the background hum for power.

Yes! And isn't that the root of every despicable action? Not selfishness, but precisely the absence of a self. Look at them. The man who cheats and lies, but preserves a respectable front. He knows himself to be dishonest, but others think he's honest and he derives his self-respect from that, second-hand. The man who takes credit for an achievement which is not his own. He knows himself to be mediocre, but he's great in the eyes of others. The frustrated wretch who professes love for the inferior and clings to those less endowed, in order to establish his own superiority by comparison. The man whose sole aim is to make money. Now I don't see anything evil in a desire to make money. But money is only a means to some end. If a man wants it for a personal purpose--to invest in his industry, to create, to study, to travel, to enjoy luxury--he's completely moral. But the men who place money first go much beyond that. Personal luxury is a limited endeavor. What they want is ostentation: to show, to stun, to entertain, to impress others. They're second-handers. Look at our so-called cultural endeavors. A lecturer who spouts some borrowed rehash of nothing at all that means nothing at all to him--and the people who listen and don't give a damn, but sit there in order to tell their friends that they have attended a lecture by a famous name. All second-handers.

The Post is famous for its investigative journalism. It pours energy and investment and sweat and dollars into uncovering important stories. And then a bunch of websites summarize that [work] in about four minutes and readers can access that news for free. One question is, how do you make a living in that kind of environment? If you can't, it's difficult to put the right resources behind it. ... Even behind a paywall, websites can summarize your work and make it available for free. From a reader point of view, the reader has to ask, 'Why should I pay you for all that journalistic effort when I can get it for free from another site?'

My heart sank. It’s hard to describe how small $50,000 is to an investment banker. Linda Evangelista, a supermodel from the 1980s and 1990s, once famously declared, “I don’t get out of bed for less than ten thousand dollars a day.” For an investment banker, that number is more like $1 million. But here I was having earned nothing for Salomon, and $50,000 was that much more than zero, so I agreed.

If you buy an S&P 500 index fund, your investment is highly diversified and its performance will match that of 500 leading U.S. corporations' stocks. Is it possible to lose all of your money? Yes, but the odds of that happening are slim and none. If 500 leading U.S. corporations all have their stock prices plummet to zero, the value of your investment portfolio will be the least of your problems. An economic collapse of that magnitude would make the Great Depression look like Lifestyles of the Rich and Famous.

What is famously called "the midlife crisis" is precisely such an erosion of programs and projections. We expect that by investing sincere energy in a career, a relationship, a set of roles, that they will return the investment in manifold, satisfying ways. We feverishly renew the projections, up the ante, and anxiously repress the insurgence of doubt once more. We do not realize that a projection has occurred, for it is an unconscious mechanism of our energeic unconscious. Only after it has painfully dissolved may we begin to recognize that we placed such a large agenda on such a frangible place, that we asked too much of the beloved, of others, of institutions, and perhaps of life itself.

This is the woman who brought us the idea of living our best life, of becoming our most authentic selves. And yet. In 2015, Oprah Winfrey bought a 10 percent stake in Weight Watchers, an investment of $40 million. In one of her many commercials for the brand, she says, ‘Let’s make this the year of our best body.’ The implication is, of course, that our current bodies are not our best bodies, not by a long shot. It is startling to realize that even Oprah, a woman in her early sixties, a billionaire and one of the most famous women in the world, isn’t happy with herself, her body. This is how pervasive damaging cultural messages about unruly bodies are – that even as we age, no matter what material status we achieve, we cannot be satisfied or happy unless we are also thin.

Michael Arrington, the loudmouth founder and former editor in chief of TechCrunch, is famous for investing in the start-ups that his blogs would then cover. Although he no longer runs TechCrunch, he was a partner in two investment funds during his tenure and now manages his own, CrunchFund. In other words, even when he is not a direct investor he has connections or interests in dozens of companies on his beat, and his insider knowledge helps turn profits for the firm.

Nor, perhaps, will it fail to be eventually perceived, that behind those forms and usages, as it were, he sometimes masked himself; incidentally making use of them for other and more private ends than they were legitimately intended to subserve. That certain sultanism of his brain, which had otherwise in a good degree remained unmanifested; through those forms that same sultanism became incarnate in an irresistible dictatorship. For be a man’s intellectual superiority what it will, it can never assume the practical, available supremacy over other men, without the aid of some sort of external arts and entrenchments, always, in themselves, more or less paltry and base. This it is, that for ever keeps God’s true princes of the Empire from the world’s hustings; and leaves the highest honors that this air can give, to those men who become famous more through their infinite inferiority to the choice hidden handful of the Divine Inert, than through their undoubted superiority over the dead level of the mass. Such large virtue lurks in these small things when extreme political superstitions invest them, that in some royal instances even to idiot imbecility they have imparted potency. But when, as in the case of Nicholas the Czar, the ringed crown of geographical empire encircles an imperial brain; then, the plebeian herds crouch abased before the tremendous centralization. Nor, will the tragic dramatist who would depict mortal indomitableness in its fullest sweep and direct swing, ever forget a hint, incidentally so important in his art, as the one now alluded to.

What happened? Many things. But the overriding problem was this: The auto industry got too comfortable. As Intel cofounder Andy Grove once famously proclaimed, “Only the paranoid survive.” Success, he meant, is fragile—and perfection, fleeting. The moment you begin to take success for granted is the moment a competitor lunges for your jugular. Auto industry executives, to say the least, were not paranoid. Instead of listening to a customer base that wanted smaller, more fuel-efficient cars, the auto executives built bigger and bigger. Instead of taking seriously new competition from Japan, they staunchly insisted (both to themselves and to their customers) that MADE IN THE USA automatically meant “best in the world.” Instead of trying to learn from their competitors’ new methods of “lean manufacturing,” they clung stubbornly to their decades-old practices. Instead of rewarding the best people in the organization and firing the worst, they promoted on the basis of longevity and nepotism. Instead of moving quickly to keep up with the changing market, executives willingly embraced “death by committee.” Ross Perot once quipped that if a man saw a snake on the factory floor at GM, they’d form a committee to analyze whether they should kill it. Easy success had transformed the American auto

Equally bad deals have been made with Big Tech. In many ways, Silicon Valley is a product of the U.S. government’s investments in the development of high-risk technologies. The National Science Foundation funded the research behind the search algorithm that made Google famous. The U.S. Navy did the same for the GPS technology that Uber depends on. And the Defense Advanced Research Projects Agency, part of the Pentagon, backed the development of the Internet, touchscreen technology, Siri, and every other key component in the iPhone. Taxpayers took risks when they invested in these technologies, yet most of the technology companies that have benefited fail to pay their fair share of taxes.

At an age when Names, offering us the image of the unknowable that we have invested in them and simultaneously designating a real place for us, force us accordingly to identify the one with the other, to a point where we go off to a city to seek out a soul that it cannot contain but which we no longer have the power to expel from its name, it is not only to cities and ruins that they give an individuality, as do allegorical paintings, nor is it only the physical world that they spangle with differences and people with marvels, it is the social world as well: so every historic house, every famous residence or palace, has its lady or its fairy, as forests have their spirits and rivers their deities.

This is the woman who brought us the idea of living our best life, of becoming our most authentic selves. And yet. In 2015, Winfrey bought a 10 percent stake in Weight Watchers, an investment of $40 million. In one of her many commercials for the brand, she says, “Let’s make this the year of our best body.” The implication is, of course, that our current bodies are not our best bodies, not by a long shot. It is startling to realize that even Oprah, a woman in her early sixties, a billionaire and one of the most famous women in the world, isn’t happy with herself, her body. That is how pervasive damaging cultural messages about unruly bodies are—that even as we age, no matter what material successes we achieve, we cannot be satisfied or happy unless we are also thin. There

There is only one historical development that has real significance. Today, when we finally realise that the keys to happiness are in the hands of our biochemical system, we can stop wasting our time on politics and social reforms, putsches and ideologies, and focus instead on the only thing that can make us truly happy: manipulating our biochemistry. If we invest billions in understanding our brain chemistry and developing appropriate treatments, we can make people far happier than ever before, without any need of revolutions. Prozac, for example, does not change regimes, but by raising serotonin levels it lifts people out of their depression. Nothing captures the biological argument better than the famous New Age slogan: ‘Happiness begins within.’ Money, social status, plastic surgery, beautiful houses, powerful positions – none of these will bring you happiness. Lasting happiness comes only from serotonin, dopamine and oxytocin.1 In Aldous Huxley’s dystopian novel Brave New World, published in 1932 at the height of the Great Depression, happiness is the supreme value and psychiatric drugs replace the police and the ballot as the foundation of politics. Every day, each person takes a dose of ‘soma’, a synthetic drug which makes people happy without harming their productivity and efficiency. The World State that governs the entire globe is never threatened by wars, revolutions, strikes or demonstrations, because all people are supremely content with their current conditions, whatever they may be. Huxley’s vision of the future is far more troubling than George Orwell’s Nineteen Eighty-Four. Huxley’s world seems monstrous to most readers, but it is hard to explain why. Everybody is happy all the time – what could be wrong with that?

There is only one historical development that has real significance. Today, when we finally realise that the keys to happiness are in the hands of our biochemical system, we can stop wasting our time on politics and social reforms, putsches and ideologies, and focus instead on the only thing that can make us truly happy: manipulating our biochemistry. If we invest billions in understanding our brain chemistry and developing appropriate treatments, we can make people far happier than ever before, without any need of revolutions. Prozac, for example, does not change regimes, but by raising serotonin levels it lifts people out of their depression. Nothing captures the biological argument better than the famous New Age slogan: ‘Happiness Begins Within.’ Money, social status, plastic surgery, beautiful houses, powerful positions – none of these will bring you happiness. Lasting happiness comes only from serotonin, dopamine and oxytocin.

As Reagan’s first budget director, Stockman, a former two-term congressman from Michigan, was the point man for the supply-side economics the new administration was pushing— the theory that taxes should be lowered to stimulate economic activity, which would in turn produce more tax revenue to compensate for the lower rates. With his wonky whiz-kid persona, computer-like mental powers, and combative style, he browbeat Democratic congressmen and senators who challenged his views. But he soon incurred the wrath of political conservatives when he confessed to Atlantic reporter William Greider that supply-side economics was really window dressing for reducing the rates on high incomes. Among other acts of apostasy, he called doctrinaire supply-siders “naive.” The 1981 article created a sensation and prompted Reagan to ask him over lunch, “You have hurt me. Why?” Stockman famously described the meeting as a “trip to the woodshed.” Though the president himself forgave him, Stockman’s loose lips undercut his power at the White House, and in 1985 he left government to become an investment banker at Salomon Brothers.

Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned

Growth was so rapid that it took in generations of Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned out badly, you might get shot. Better to avoid all responsibility. An example of what could happen

Anna Chapman was born Anna Vasil’yevna Kushchyenko, in Volgograd, formally Stalingrad, Russia, an important Russian industrial city. During the Battle of Stalingrad in World War II, the city became famous for its resistance against the German Army. As a matter of personal history, I had an uncle, by marriage that was killed in this battle. Many historians consider the battle of Stalingrad the largest and bloodiest battle in the history of warfare. Anna earned her master's degree in economics in Moscow. Her father at the time was employed by the Soviet embassy in Nairobi, Kenya, where he allegedly was a senior KGB agent. After her marriage to Alex Chapman, Anna became a British subject and held a British passport. For a time Alex and Anna lived in London where among other places, she worked for Barclays Bank. In 2009 Anna Chapman left her husband and London, and moved to New York City, living at 20 Exchange Place, in the Wall Street area of downtown Manhattan. In 2009, after a slow start, she enlarged her real-estate business, having as many as 50 employees. Chapman, using her real name worked in the Russian “Illegals Program,” a group of sleeper agents, when an undercover FBI agent, in a New York coffee shop, offered to get her a fake passport, which she accepted. On her father’s advice she handed the passport over to the NYPD, however it still led to her arrest. Ten Russian agents including Anna Chapman were arrested, after having been observed for years, on charges which included money laundering and suspicion of spying for Russia. This led to the largest prisoner swap between the United States and Russia since 1986. On July 8, 2010 the swap was completed at the Vienna International Airport. Five days later the British Home Office revoked Anna’s citizenship preventing her return to England. In December of 2010 Anna Chapman reappeared when she was appointed to the public council of the Young Guard of United Russia, where she was involved in the education of young people. The following month Chapman began hosting a weekly TV show in Russia called Secrets of the World and in June of 2011 she was appointed as editor of Venture Business News magazine. In 2012, the FBI released information that Anna Chapman attempted to snare a senior member of President Barack Obama's cabinet, in what was termed a “Honey Trap.” After the 2008 financial meltdown, sources suggest that Anna may have targeted the dapper Peter Orzag, who was divorced in 2006 and served as Special Assistant to the President, for Economic Policy. Between 2007 and 2010 he was involved in the drafting of the federal budget for the Obama Administration and may have been an appealing target to the FSB, the Russian Intelligence Agency. During Orzag’s time as a federal employee, he frequently came to New York City, where associating with Anna could have been a natural fit, considering her financial and economics background. Coincidently, Orzag resigned from his federal position the same month that Chapman was arrested. Following this, Orzag took a job at Citigroup as Vice President of Global Banking. In 2009, he fathered a child with his former girlfriend, Claire Milonas, the daughter of Greek shipping executive, Spiros Milonas, chairman and President of Ionian Management Inc. In September of 2010, Orzag married Bianna Golodryga, the popular news and finance anchor at Yahoo and a contributor to MSNBC's Morning Joe. She also had co-anchored the weekend edition of ABC's Good Morning America. Not surprisingly Bianna was born in in Moldova, Soviet Union, and in 1980, her family moved to Houston, Texas. She graduated from the University of Texas at Austin, with a degree in Russian/East European & Eurasian studies and has a minor in economics. They have two children. Yes, she is fluent in Russian! Presently Orszag is a banker and economist, and a Vice Chairman of investment banking and Managing Director at Lazard.

Such trait of absence of marriage to ideas is indeed rare among humans. Just as we do with children, we support those in whom we have a heavy investment of food and time until they are able to propagate our genes, so we do with ideas. An academic who became famous for espousing an opinion is not going to voice anything that can possibly devalue his own past work and kill years of investment. People who switch parties become traitors, renegades, or, worst of all, apostates (those who abandoned their religion were punishable by death).

And what of colonizing additional dimensions beyond the third? Colonize Time. Why not?” “Because, sir,” objected Dr. Templeton Blope, of the University of the Outer Hebrides, “—we are limited to three.” “Quaternionist talk,” shouted his collegial nemesis Hastings Throyle. “Everything, carnal and spiritual, invested in the given three dimensions—for what use, as your Professor Tate famously asked, are any more than three?” “Ever so frightfully sorry. The given world, in case you hadn’t noticed. Planet Earth.” “Which not so long ago was believed to be a plane surface.” So forth. A recurring argument. Quaternionism in this era still enjoyed the light and warmth of a cheerful noontide. Rival systems might be acknowledged now and then, usually for some property considered bothersome, but those of the Hamiltonian faith felt an immunity to ever being superseded, children imagining they would live forever—though the sizable bloc of them aboard the Malus were not quite certain what the closely guarded Mission Document meant when it described the present journey as being taken “at right angles to the flow of time.

Capone once famously said, “All I do is to supply a public demand…somebody had to throw some liquor on that thirst. Why not me?”  He brilliantly coordinated the importation of liquor from all across America while in charge of the operation of hundreds of distilleries. To do so, he had his own distribution system, which involved hiring delivery drivers, salespeople, and of course, armed bodyguards—his own “miniature army” riding beside his bullet-proof limousine—to protect his investments. Capone ingeniously bought immunity by paying off politicians, law enforcement agents, and even the Mayor of Chicago, William H. Thompson, whom he helped with thousands of dollars and votes enough to win the seat.

Not selfishness, but precisely the absence of a self. Look at them. The man who cheats and lies, but preserves a respectable front. He knows himself to be dishonest, but others think he’s honest and he derives his self-respect from that, second-hand. The man who takes credit for an achievement which is not his own. He knows himself to be mediocre, but he’s great in the eyes of others. The frustrated wretch who professes love for the inferior and clings to those less endowed, in order to establish his own superiority by comparison. The man whose sole aim is to make money. Now I don’t see anything evil in a desire to make money. But money is only a means to some end. If a man wants it for a personal purpose—to invest in his industry, to create, to study, to travel, to enjoy luxury—he’s completely moral. But the men who place money first go much beyond that. Personal luxury is a limited endeavor. What they want is ostentation: to show, to stun, to entertain, to impress others. They’re second-handers. Look at our so-called cultural endeavors. A lecturer who spouts some borrowed rehash of nothing at all that means nothing at all to him—and the people who listen and don’t give a damn, but sit there in order to tell their friends that they have attended a lecture by a famous name. All second-handers.

Harrah’s had committed to finishing the new Octavius hotel tower at Caesars Palace and spent $1.1 billion in capital investments in 2008. By 2010, capital investments had dropped to just $160 million. One bellman at The Paris described the years after the Apollo/TPG takeover: “It felt ugly after the buyout. Before you could service the guest, it was a great place to work before those private equity guys took over.” Attrition and hiring freezes meant that employees were often forced to do the work of two people. Customers were suddenly facing longer lines to check in and have their luggage delivered, which proved stressful both for guests and the remaining staff. Holes in the wall weren’t fixed because maintenance crews were let go, and there was no money for repairs anyway. Duct-taped carpet was evident everywhere. The system for delivering and bussing room service orders broke down, leaving carts of food scraps next to elevators and guest rooms, leading customers to complain and forcing the union to intervene.

Third, the idea that venture capitalists get into deals on the strength of their brands can be exaggerated. A deal seen by a partner at Sequoia will also be seen by rivals at other firms: in a fragmented cottage industry, there is no lack of competition. Often, winning the deal depends on skill as much as brand: it’s about understanding the business model well enough to impress the entrepreneur; it’s about judging what valuation might be reasonable. One careful tally concluded that new or emerging venture partnerships capture around half the gains in the top deals, and there are myriad examples of famous VCs having a chance to invest and then flubbing it.[6] Andreessen Horowitz passed on Uber. Its brand could not save it. Peter Thiel was an early investor in Stripe. He lacked the conviction to invest as much as Sequoia. As to the idea that branded venture partnerships have the “privilege” of participating in supposedly less risky late-stage investment rounds, this depends from deal to deal. A unicorn’s momentum usually translates into an extremely high price for its shares. In the cases of Uber and especially WeWork, some late-stage investors lost millions. Fourth, the anti-skill thesis underplays venture capitalists’ contributions to portfolio companies. Admittedly, these contributions can be difficult to pin down. Starting with Arthur Rock, who chaired the board of Intel for thirty-three years, most venture capitalists have avoided the limelight. They are the coaches, not the athletes. But this book has excavated multiple cases in which VC coaching made all the difference. Don Valentine rescued Atari and then Cisco from chaos. Peter Barris of NEA saw how UUNET could become the new GE Information Services. John Doerr persuaded the Googlers to work with Eric Schmidt. Ben Horowitz steered Nicira and Okta through their formative moments. To be sure, stories of venture capitalists guiding portfolio companies may exaggerate VCs’ importance: in at least some of these cases, the founders might have solved their own problems without advice from their investors. But quantitative research suggests that venture capitalists do make a positive impact: studies repeatedly find that startups backed by high-quality VCs are more likely to succeed than others.[7] A quirky contribution to this literature looks at what happens when airline routes make it easier for a venture capitalist to visit a startup. When the trip becomes simpler, the startup performs better.[8]

The few steps that connect strangers explain how rumors spread rapidly and widely. If you have a good investment idea, you might want to keep it secret. In 1998 a New York Times Science Times article said that mathematicians had discovered how networks might “make a big world small” using the equivalent of the famous person idea, and attributed the concept of six degrees of separation to a sociologist in 1967. Yet all this was known to Claude Shannon in 1960.

Before you invest in a company or a mentor, delve into their educational journey. Seek authenticity, and distinguish between those with genuine life experiences and those who merely package someone else's story as their own. Your investments should echo true wisdom, not just borrowed narratives.

As I write this, I hear about an airstrike on Karmel Tower. The building takes its name from the famous high school, opposite it, which in turn is named after the great Carmel Mountain that stands above Haifa. The impressive tower was hit from more than one side. Many media centres and offices are located in the tower. The Israeli’s always go for these kind of buildings: new, impressive, exciting hubs of development and investment. I remember the destruction of Basha Tower, al-Shorouk Tower, and of course the Italian complex in 2014. The aim is always to send us back in time, to make the city look poor and ugly again.

The Greek poet Archilochus once observed that the fox knows many things, but the hedgehog knows one important thing—a phrase later made famous by the philosopher Isaiah Berlin. Bogle was the quintessential hedgehog. He always believed in one big thing with a fiery passion. He had the integrity and intellectual suppleness to shift positions, though. When he was later confronted with his change of heart on the merits of active investing, he quoted the economist John Maynard Keynes: “When the facts change, I change my mind. What do you do, sir?

Nearly all the characteristics that became famous hallmarks of Berkshire Hathaway—the 19th-century industrial beginnings, the irreversible secular decline of the original business, the initial cheap valuation, the fight for full control, the partial liquidation of inventory to raise cash, the reallocation of capital towards new and better businesses, the clever management compensation, the behind-the-scenes tax minimization strategies, the reliance on personal friendships to source deals, and the fundamental integrity and trustworthiness of company leadership as the foundation of a sprawling conglomerate—

A famous parable recounts how a successful and wealthy investment banker tries to encourage a humble Mexican man fishing on a pier to boost his output so he can make more money, grow his business, and eventually become a millionaire. The fisherman asks, “What for?” To which the banker says, “So you can retire, relax, and just fish”—which

One of their most famous coups was underwriting a $10 million loan for a growing mail-order house called Sears, Roebuck, headed by Goldman's distant relative. It was the first time a mail-order security had ever been on the market-a calculated risk, but one that paid off.

Initially working out of our home in Northern California, with a garage-based lab, I wrote a one page letter introducing myself and what we had and posted it to the CEOs of twenty-two Fortune 500 companies. Within a couple of weeks, we had received seventeen responses, with invitations to meetings and referrals to heads of engineering departments. I met with those CEOs or their deputies and received an enthusiastic response from almost every individual. There was also strong interest from engineers given the task of interfacing with us. However, support from their senior engineering and product development managers was less forthcoming. We learned that many of the big companies we had approached were no longer manufacturers themselves but assemblers of components or were value-added reseller companies, who put their famous names on systems that other original equipment manufacturers (OEMs) had built. That didn't daunt us, though when helpful VPs of engineering at top-of-the-food-chain companies referred us to their suppliers, we found that many had little or no R & D capacity, were unwilling to take a risk on outside ideas, or had no room in their already stripped-down budgets for innovation. Our designs found nowhere to land. It became clear that we needed to build actual products and create an apples-to-apples comparison before we could interest potential manufacturing customers. Where to start? We created a matrix of the product areas that we believed PAX could impact and identified more than five hundred distinct market sectors-with potentially hundreds of thousands of products that we could improve. We had to focus. After analysis that included the size of the addressable market, ease of access, the cost and time it would take to develop working prototypes, the certifications and metrics of the various industries, the need for energy efficiency in the sector, and so on, we prioritized the list to fans, mixers, pumps, and propellers. We began hand-making prototypes as comparisons to existing, leading products. By this time, we were raising working capital from angel investors. It's important to note that this was during the first half of the last decade. The tragedy of September 11, 2001, and ensuing military actions had the world's attention. Clean tech and green tech were just emerging as terms, and energy efficiency was still more of a slogan than a driver for industry. The dot-com boom had busted. We'd researched venture capital firms in the late 1990s and found only seven in the United States investing in mechanical engineering inventions. These tended to be expansion-stage investors that didn't match our phase of development. Still, we were close to the famous Silicon Valley and had a few comical conversations with venture capitalists who said they'd be interested in investing-if we could turn our technology into a website. Instead, every six months or so, we drew up a budget for the following six months. Via a growing network of forward-thinking private investors who could see the looming need for dramatic changes in energy efficiency and the performance results of our prototypes compared to currently marketed products, we funded the next phase of research and business development.

Companies can develop an innovation strategy that works at the three levels of what I call the “innovation pyramid”: a few big bets at the top that represent clear directions for the future and receive the lion’s share of investment; a portfolio of promising midrange ideas pursued by designated teams that develop and test them; and a broad base of early stage ideas or incremental innovations permitting continuous improvement. Influence flows down the pyramid, as the big bets encourage small wins heading in the same direction, but it also can flow up, because big innovations sometimes begin life as small bits of tinkering—as in the famously accidental development of 3M’s Post-it Notes.

It was only after World War II that Stanford began to emerge as a center of technical excellence, owing largely to the campaigns of Frederick Terman, dean of the School of Engineering and architect-of-record of the military-industrial-academic complex that is Silicon Valley. During World War II Terman had been tapped by his own mentor, presidential science advisor Vannevar Bush, to run the secret Radio Research Lab at Harvard and was determined to capture a share of the defense funding the federal government was preparing to redirect toward postwar academic research. Within a decade he had succeeded in turning the governor’s stud farm into the Stanford Industrial Park, instituted a lucrative honors cooperative program that provided a camino real for local companies to put selected employees through a master’s degree program, and overseen major investments in the most promising areas of research. Enrollments rose by 20 percent, and over one-third of entering class of 1957 started in the School of Engineering—more than double the national average.4 As he rose from chairman to dean to provost, Terman was unwavering in his belief that engineering formed the heart of a liberal education and labored to erect his famous “steeples of excellence” with strategic appointments in areas such as semiconductors, microwave electronics, and aeronautics. Design, to the extent that it was a recognized field at all, remained on the margins, the province of an older generation of draftsmen and machine builders who were more at home in the shop than the research laboratory—a situation Terman hoped to remedy with a promising new hire from MIT: “The world has heard very little, if anything, of engineering design at Stanford,” he reported to President Wallace Sterling, “but they will be hearing about it in the future.

Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned out badly, you might get shot. Better to avoid all responsibility. An example of what could happen

British elections are mean-spirited and meretricious affairs that reveal what the country has become in its post-imperial form. In them, the focus flits between mercenary discussion of what the government is going to give the people and petty bickering over inconsequential details such as which schools the candidates went to and how much money they have. Few principles are at stake because classical liberalism is largely dead, so debates ultimately boil down to the question of who is going to run the welfare system more efficiently. The candidates’ arguments are full of nebulous, slippery words, such as 'fairness' and 'investment' — and the never-ending substitution of the word 'community' for “government.” You would never hear Kennedy’s famous 'Ask not what your country can do for you' line in a British political context because nobody would understand what he was talking about.

To be able to use rich-country methods of production requires rich-country infrastructure—roads, railways, telecommunications, factories, and machines—not to mention rich-country educational levels, all of which take time and money to achieve. Yet the gaps between rich and poor provide plenty of incentives to make the investment in that infrastructure and equipment, and, as Robert Solow showed in one of the most famous papers in all of economics, average living standards should draw closer over time.4 Why this has not happened is a central question in economics. Perhaps the best answer is that poor countries lack the institutions—government capacity, a functioning legal and tax system, security of property rights, and traditions of trust—that are a necessary background for growth to take place.

This is the dilemma of science-think and yet again a situation in which scientists simply shouldn't be such scientists. Bring in the professionals, and trust them when they tell you to invest in communication. It may be frustrating and seem like a frivolous waste of resources, but what's the alternative strategy—to assume that people are rational, thinking beings? There's a famous quote by Democratic presidential candidate Adlai Stevenson, who heard a woman shout to him that all the thinking people of America were with him. He replied, “That's not going to be enough, Madam; I need a majority of the public.

Let us assume that the reader shared my opinion, that the market over the next week had a 70% probability of going up and 30% probability of going down. However, let us say that it would go up by 1% on average, while it could go down by an average of 10%. What would the reader do? Is the reader bullish or bearish? Table 6.2 Event                             Probability                             Outcome                             Expectation Market goes up                             70%                             Up 1%                             0.7 Market goes down                             30%                             Down 10%                             -3.00                                                                                                                                             Total                             -2.3 Accordingly, bullish or bearish are terms used by people who do not engage in practicing uncertainty, like the television commentators, or those who have no experience in handling risk. Alas, investors and businesses are not paid in probabilities; they are paid in dollars. Accordingly, it is not how likely an event is to happen that matters, it is how much is made when it happens that should be the consideration. How frequent the profit is irrelevant; it is the magnitude of the outcome that counts. It is a pure accounting fact that, aside from the commentators, very few people take home a check linked to how often they are right or wrong. What they get is a profit or loss. As to the commentators, their success is linked to how often they are right or wrong. This category includes the “chief strategists” of major investment banks the public can see on TV, who are nothing better than entertainers. They are famous, seem reasoned in their speech, plow you with numbers, but, functionally, they are there to entertain—for their predictions to have any validity they would need a statistical testing framework. Their frame is not the result of some elaborate test but rather the result of their presentation skills.

Clinton got out there and created a new narrative on the economy, which took some of the needles out of Obama,” says Republican strategist Mike Murphy. “It was the biggest single number-moving event in the entire campaign. It was devastatingly important to the Obama guys. And he put him back in business.” (It also helped, Murphy adds, that “the Romney campaign was totally incompetent.”) In 2000, Clinton had famously faulted Al Gore for not letting Clinton rally the base in key swing states. It was not a mistake Barack Obama was going to repeat. In addition to his convention speech, Clinton stumped for Obama in swing states like Florida and Ohio. Unlike Gore and his campaign team, “the Obama people, despite whatever hard feelings they had, were pretty dispassionate and not afraid to let him come in and steal the show, if they thought it would be helpful,” says a former Clinton official who worked in the Obama administration. Clinton even starred in a widely seen advertisement for Obama, declaring that “President Obama has a plan to rebuild America from the ground up, investing in innovation, education, and job training. It only works if there is a strong middle class. That’s what happened when I was president.”15

Nowhere is historian George Santayana’s famous dictum, “Those who cannot remember the past are condemned to repeat it,” more applicable than in finance. Financial history provides us with invaluable wisdom about the nature of the capital markets and of returns on securities. Intelligent investors ignore this record at their peril. Risk

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In David Copperfield, Charles Dickens’s character Wilkins Micawber pronounced a now-famous law: Annual income twenty pounds, annual expenditure nineteen pounds nineteen and six, result happiness. Annual income twenty pounds, annual expenditure twenty pounds ought and six, result misery.

The largest, longest study of experts’ economic forecasts was performed by Philip Tetlock, a professor at the Haas Business School of the University of California–Berkeley. He studied 82,000 predictions over 25 years by 300 selected experts. Tetlock concludes that expert predictions barely beat random guesses. Ironically, the more famous the expert, the less accurate his or her predictions tended to be.

I had several friends from law school who were very enterprising guys, much more so than the average law student. They each started businesses after practicing law at large firms for multiple years. What kind of businesses did they start? They started boutique law firms. This is completely unsurprising if you think about it. They’d spent years becoming good at delivering legal services. It was a field that they understood and could compete in. Their credentials translated too. People learn from what they’re doing and do it again on their own. It’s not just lawyers; the consulting firm Bain and Company was started by seven former partners and managers from the Boston Consulting Group. Myriad boutique investment banks and hedge funds have spun out of large financial organizations. You can see the same pattern in the startup world. After PayPal was acquired by eBay in 2002, its founders and employees went on to found or cofound LinkedIn (Reid Hoffman), YouTube (Steve Chen, Jawed Karim, and Chad Hurley), Yelp (Russel Simmons and Jeremy Stoppelman), Tesla Motors (Elon Musk), SpaceX (Musk again), Yammer (David Sacks), 500 Startups (Dave McClure), and many other companies. PayPal’s CEO, Peter Thiel, famously made a $500,000 investment in Facebook that grew to over $1 billion. In this sense, PayPal is one of the most prolific companies of recent times. But if you look at any successful growth company you’ll start to see their alumni show up doing parallel things. Former Apple employees founded or cofounded Android, Palm, Nest, and Handspring, companies that revolve around devices. Former Yahoo! employees founded Ycombinator, Cloudera, Hunch.com, AppNexus, Polyvore, and many other web-oriented companies. Organizations give rise to other organizations like themselves.

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If I had a choice I would rather obtain sizable profits of return from investing in calculated business ventures, instead of having sex.

As the legendary Warren Buffett famously said: 'Lethargy bordering on sloth remains the cornerstone of our investment style.' Definitely an attitude to be encouraged.

All right, as a gambler I liked the idea of Betfair, because it offered better odds than the bookmakers and, if it was successful, it would be a thorn in their side. Every punter loves to hate the bookies. But, then again, I am not a follower of Victor Kiam, who famously bought Remington because he liked shaving with its razor. I never buy into a company because I like its product. For the first couple of years that I was a part-owner and director of Betfair, I didn’t register as a user. To be honest, I’m not very good with technology and I didn’t know how to go online and bet. I remember being ridiculed by some of my fellow Betfair directors when I remarked, nearly three years after making my investment, that I had just started using the site and found it impressive. How could anyone invest in their baby without giving it an extensive road-test first, without understanding how to use it? Wilful ignorance is one of my best investment tools. I don’t want to know too much before making an investment. I don’t want to cloud my judgement, or make the decision difficult. I don’t want to know about all the risks or understand them. I just want to be reasonably sure that it’s a star business. That makes life simple and fun. And profitable.

Giving should be entered into in just the same way as investing. Giving is investing.

The flying geese theory, and historical experience in America, Asia, and Europe, predict that as factories accumulate in a developing country, locals will eventually take over ownership and become the next wave of manufacturing moguls. There is reason to believe that this will happen in Africa as well. Some countries, perhaps most famously Ethiopia, have policies to encourage local ownership in manufacturing. Many government tenders advantage local manufacturers, and financing by country-level development banks is often available only to locals.

The American psychologist Elliot Aronson, who studied this phenomenon, famously assembled a discussion group of pompous, dull people. Some of the participants were made to endure an arduous selection process; others were allowed to join immediately, without expending any effort. Those who were given the runaround reported enjoying the group far more than the ones who were simply let in. Aronson explained what was happening here: whenever we’ve invested time, money or energy into something and it ends up being a complete waste of time, this creates dissonance, which we try to reduce by finding ways of justifying our bad decision. Aronson’s participants focused unconsciously on what might be interesting, or at least bearable, about being part of a deliberately boring group. The people who had invested very little effort in joining therefore had less dissonance to reduce, and more readily admitted what a waste of time it had been.

At the end of each year, as part of her bonus, she, like other FTX employees, had been allowed to buy a certain number of shares in FTX. Everyone agreed that these shares were the finest possible investment. Right up to the very end, the world’s most famous venture capitalists had been clamoring to buy them, at a higher price than employees were asked to pay. “Sam decides how many each employee is allowed to buy,” said Constance. “Most everyone maxed out.” She’d maxed out herself, but she’d never really known what that meant. When she’d come upon this document, her eyes had naturally searched for the number alongside her own name: 0.04 percent. Not 4 percent; not four-tenths of 1 percent: four one hundredths of 1 percent.

Before committing to any decision, it's essential to seek expert advice. Ensure that your investments, whether in business ventures or personal endeavors, are well-informed and optimized for success. Trust the guidance of seasoned professionals to make the most impactful choices.

My wife has a sweet tooth but is also very health conscious. Over more than two decades, she has followed a simple yet powerful way of avoiding the enticement of desserts. Our fridge just doesn’t have any. In my view, the best way to avoid investing in bad businesses is to ignore them and their stock prices. We never discuss what we consider bad companies or industries in our team meetings. Never. It doesn’t matter if an airline has declared spectacular results recently or if every analyst recommends buying airline shares. We are indifferent to a public sector bank that has hired a new CEO from the private sector and has pushed its stock price to an all-time high. We ignore an infrastructure business that has been awarded a new multibillion-dollar contract and a gold loan business that has announced 30 percent ROE in its latest quarterly result and is touted by the bulls to be the next billion-dollar opportunity. No one on our team is allowed to utter the famous last words of many investors: “This time, it’s different.” If we never discuss a business, how will we ever buy it? No sweets in the fridge: no snacking possible.

When you invest in stocks for the long term, always look at them as owning a portion of a company. That’s what stocks are.

attempted to slow him down and get some collateral information. “Who’s your banker?” Ryan mentioned a name I’d never heard, but he attached it to a firm with which I had some connections. The firm only works with families that have an investable net worth of over $50 million and has a genuine interest in helping them navigate the destruction to family wealth and well-being caused by addictions and other mental health issues. I

Game theory explains how in multi-player systems, views and behaviour patterns that harm all players nevertheless manage to take root and spread. Arms races are a famous example. Many arms races bankrupt all those who take part in them, without really changing the military balance of power. When Pakistan buys advanced aeroplanes, India responds in kind. When India develops nuclear bombs, Pakistan follows suit. When Pakistan enlarges its navy, India counters. At the end of the process, the balance of power may remain much as it was, but meanwhile billions of dollars that could have been invested in education or health are spent on weapons.

I'm telling you, it's Ethereum," Kelsey was spitting, wisps of blond hair going wild around her face. "I am absolutely one hundred percent certain. I was just reading about it literally this morning." "Ehhh, I still think it's Bitcoin," said Rob One. "I'm invested in a lot of cryptocurrency, so I know. Do you even know what cryptocurrency is?" If Kelsey were a snake or a vampire, all the Robs would have twin puncture wounds in their throats right about now. "Of course I know what cryptocurrency is," she bit out. One of the other guys snorted. "Just because you bought a Bitcoin when they became famous doesn't mean you know a lot about it. Go with Bitcoin, guys." I pounded my palms against the table. All our drinks jumped, and all eyes turned to me. I didn't even care. "Hey, it's pretty obvious she knows what she's talking about," I said. "Stop being---don't be a dickhole." "Yeah," said Alice. The guys were silent for a moment. They didn't know what to say. Kelsey took advantage of their stun to grab the whiteboard, write Ethereum , and hold it up. "I'm looking for Ethereum," the announcer said. Kelsey laid the whiteboard down on the table with a snap that felt somehow triumphant.

That's his perception of reality," Nenad responded. "He has adopted it as his interpretation and cannot break free from it, and probably doesn't even consider doing so. In fact, we too are unable to escape his worldview as it partly is our own. However, when faced with the choice between the cat and the belt, I choose the cat. It's not doomed, it's not poisoned, and it can be easily removed by hand from the engine, even if it comes at a financial cost. I have enough space in my cage for its rescue. I can imagine that within its mind, this engine has become a prison for his hopes of salvation. Overcoming our phobias of losing money in the pursuit of something else, even in small amounts, is healthy. A ground strap costs nothing, and though it may require a bit of time in a repair shop, in this day and age, we are used to wasting our time for far less. The reality of our daily lives is filled with every online distraction, like a sheet riddled with holes from moths that we wrap ourselves in out of habit without even noticing. It’s so comforting. At first, you embrace what everyone else does, what you are told to think. But eventually, you come to the realization that you have the power to dictate your thought patterns and become the architect of your ideology. You can construct a personal propaganda machine that aligns with your values and desires, creating a unique model of the world that is entirely your own. Your mind is still going to be a box in one of the billions of drawers, but it’s going to be YOUR box. Your true home. Manipulate yourself. We should manipulate ourselves towards common sense, compassion, and hope that we’ll get a good batch of people at some point so we can live among more like-minded peers. Now it’s up to our online feed. Now the education in our phone holds the reins, encapsulated in the three-second video of someone's take on history, the five-second clip of fitness models or investment strategies. And if we're fortunate, some famous person would quote Epictetus' Discourses, perhaps echoing the wisdom of Dostoevsky, Camus, Kafka, Marcus Aurelius, Sartre, etc. This is our chance for us to avoid descending into mere survival instincts without the tempering influence of morality and an understanding of the absurdity that we have created around us. To get addicted to the freedom in our minds. OR to choose the ground strap, choose to sacrifice someone else’s life so we can preserve our resources, because that’s what greed is, on a deep ancient level it’s you hoarding resources the same way a squirrel does with its winter supplies. Choose to be a squirrel rather than a human and live off your acorns. Choose to kill the cat. Choose not to ruin your precious machine. Choose the current model of society and disappear in it like a pelican getting caught in an airplane engine. Perhaps responsibility is the first and maybe even the only synonym for human purpose. Of course, there is value in the small moments we experience, but they lack foundation if they don’t fit into the break from working on something meaningful.

Money can't solve the real problem because the real problem is the belief that money will solve any problem.

You may very well not be aware of the sickness, but I guarantee you have got experienced it. The Builder’s Block psychological sickness has affected almost every Minecraft player at least once, which is quite typical. The illness is contagious, but in an odd manner; it is going to force anyone to give you the nausea publicly through a really uninformative and rushed forum thread. Humans are not susceptible to this as being a type of transmission, but, and sometimes are trying to help the victim by replying to the poorly created thread, frequently neglecting to achieve this. Happily, the nausea has perhaps not been proven deadly, nonetheless it is proven to mentally stress players which can be affected. Signs There's a obscure set of symptoms one might expect you'll feel. You might perhaps have Builder’s Block when you've got one thing such as the following: •​lack of ideas to help keep you busy in Minecraft •​The sudden disinterest of continuing a project in Minecraft •​Feeling bored •​The urge to hit one’s head against a nearby wall for a few ideas •​Uncontrollable urges to press [ESC] and [ALT]+[F4] The illness is famous to alter between players. It is extremely not likely that you will suffer from all of the aforementioned indications, and when you do have problems with them all at one period of time, please avoid calling any health-related doctor as it can cause undesired psychological treatment. Treatment Healing Builder’s Block is generally benign. First, attempt to ‘mine it off’. That is, mine for resources you may/may not want. If you are not willing to invest as much as 3 hours attempting to heal your illness, decide to try one of many following to get motivation: •​Bing: Look into random such things as your preferred video gaming level or let’s play person. •​Minecraft Forums: Search the forum for other people’s projects and prefer to assist them away. NEVER POST A THREAD; it'll oftimes be ignored or turn for the worst. •​Minecraft: Explore. See if something demands a structure or statue. That overhang is screaming at one to become a wonderful hanging city.

Fortunately for investors, two substantial funds management organizations adhere to high fiduciary standards, adopted in the context of corporate cultures designed to serve investor interests. Vanguard and TIAA-CREF both operate on a not-for-profit basis, allowing the companies to make individual investor interests paramount in the funds management process. By emphasizing high-quality delivery of low-cost investment products, Vanguard and TIAA-CREF provide individual investors with valuable tools for the portfolio construction process. Ultimately, a passive index fund managed by a not-for-profit investment management organization represents the combination most likely to satisfy investor aspirations. Following Mies van der Rohe’s famous dictum—“less is more”—the rigid calculus of index-fund investing dominates the ornate complexity of active fund management. Pursuing investment with a firm devoted solely to satisfying investor interests unifies principal and agent, reducing the investment equation to its most basic form. Out of the enormous breadth and complexity of the mutual-fund world, the preferred solution for investors stands alone in stark simplicity.

[The] more confidence an expert had, the worse his predictions tended to be and that the more famous an expert was, the worse her predictions were on average. Only in Wall Street Bizarro World would we expect confident experts to be stupid and famous thought leaders to be deserving of infamy.

In the late summer of 2010, I visit Nowak at his home in Falls Church, Virginia. He is soft-spoken, slightly built, and a little stooped with age. Nowak has a cerebral demeanor, and in a Louisiana accent that softens his r’s, he might tell you he was born in the “fawties.” We sit in his living room, which is decorated with tiny statues of forest animals. Every few minutes, he darts down the hall to his desk - above which hangs a famous photo of a black-phase red wolf from the Tensas River - to retrieve books, graphs, and papers for reference. More than a decade after his retirement, Nowak remains engrossed by discussions of red wolf origins. Deep in conversation about carnassial teeth, he dives to grab his wife’s shitzsu, Tommy, to show me what they look like, then he thinks better of it. (Tommy had eyed him warily.) He hands me a copy of his most recent publication, a 2002 paper from Southeastern Naturalist. “When I wrote this, I threw everything I had at the red wolf problem,” he says. “This was my best shot.” He thumps an extra copy onto the coffee table between us. After a very long pause, he gazes at it and adds: “I’m not sure I have anything left to offer.” This is hard to accept, considering everything he has invested in learning about the red wolf: few people have devoted more time to understanding red wolves than the man sitting across the coffee table from me, absentmindedly stroking his wife’s dog. Nowak grew up in New Orleans, and as an undergraduate at Tulane University in 1962, he became interested in endangered birds. While reading a book on the last ivory-billed woodpeckers in the swamps along the Tensas River, his eyes widened when he found references to wolves. “Wolves in Louisiana! My goodness, I thought wolves lived up on the tundra, in the north woods, going around chasing moose and people,” Nowak recalls. “I did not know a thing about them. But when I learned there were wolves in my home state, it got me excited.

Simplicity and concision are tough. The French philosopher Blaise Pascal famously noted that he’d written a long letter, having lacked the time required to write a shorter one.2 As I believe, if you can’t convey a thought clearly and in a few words, then your comprehension of it is probably lacking.

the Oracle of Omaha is famous for saying that the most powerful investment he ever made in his life, and that anyone can make, is an investment in himself.

As time goes on, I get more and more convinced that the right method in investment is to put fairly large sums into enterprises which one thinks one knows something about and in the management of which one thoroughly believes.” Forget what the economy is doing; just find well-managed companies, buy some shares, and don’t try to be too clever. And if that approach sounds familiar, it’s most famously associated with Warren Buffett, the world’s richest investor—and a man who loves to quote John Maynard Keynes.

The gold in Michelangelo’s strongbox represented only a fraction – considerably less than half – of his total assets, most of which were invested in property. He was not only the most famous painter or sculptor in history, he was probably richer than any artist who had ever been. This was just one of many contradictions in Michelangelo’s nature: a wealthy man who lived frugally; a skinflint who could be extraordinarily, embarrassingly generous; a private, enigmatic individual who spent three quarters of a century near the heart of power.

Recall that GDP, gross domestic product, the dominant metric in economics for the last century, consists of a combination of consumption, plus private investments, plus government spending, plus exports-minus-imports. Criticisms of GDP are many, as it includes destructive activities as positive economic numbers, and excludes many kinds of negative externalities, as well as issues of health, social reproduction, citizen satisfaction, and so on. Alternative measures that compensate for these deficiencies include: the Genuine Progress Indicator, which uses twenty-six different variables to determine its single index number; the UN’s Human Development Index, developed by Pakistani economist Mahbub ul Haq in 1990, which combines life expectancy, education levels, and gross national income per capita (later the UN introduced the inequality-adjusted HDI); the UN’s Inclusive Wealth Report, which combines manufactured capital, human capital, natural capital, adjusted by factors including carbon emissions; the Happy Planet Index, created by the New Economic Forum, which combines well-being as reported by citizens, life expectancy, and inequality of outcomes, divided by ecological footprint (by this rubric the US scores 20.1 out of 100, and comes in 108th out of 140 countries rated); the Food Sustainability Index, formulated by Barilla Center for Food and Nutrition, which uses fifty-eight metrics to measure food security, welfare, and ecological sustainability; the Ecological Footprint, as developed by the Global Footprint Network, which estimates how much land it would take to sustainably support the lifestyle of a town or country, an amount always larger by considerable margins than the political entities being evaluated, except for Cuba and a few other countries; and Bhutan’s famous Gross National Happiness, which uses thirty-three metrics to measure the titular quality in quantitative terms.

Richard Wyckoff himself who famously said : “….trading and investing is like any other pursuit—the longer you stay at it the more technique you acquire, and anybody who thinks he knows of a short cut that will not involve “sweat of the brow” is sadly mistaken

Only a stock that many traders were selling short could be cornered; a stock that was in the throes of a real bear raid was ideal. In the latter situation, the would-be cornerer would attempt to buy up the investment houses’ floating supply of the stock and enough of the privately held shares to freeze out the bears; if the attempt succeeded, when he called for the short sellers to make good the stock they had borrowed, they could buy it from no one but him. And they would have to buy it at any price he chose to ask, their only alternatives—at least theoretically—being to go into bankruptcy or to jail for failure to meet their obligations. In the old days of titanic financial death struggles, when Adam Smith’s ghost still smiled on Wall Street, corners were fairly common and were often extremely sanguinary, with hundreds of innocent bystanders, as well as the embattled principals, getting their financial heads lopped off. The most famous cornerer in history was that celebrated old pirate, Commodore Cornelius Vanderbilt, who engineered no less than three successful corners during the eighteen-sixties. Probably his classic job was in the stock of the Harlem Railway. By dint of secretly buying up all its available shares while simultaneously circulating a series of untruthful rumors of imminent bankruptcy to lure the short sellers in, he achieved an airtight trap. Finally, with the air of a man doing them a favor by saving them from jail, he offered the cornered shorts at $179 a share the stock he had bought up at a small fraction of that figure.

There’s a car racing metaphor I find helpful when I’m trying to remind myself to look up from my laptop and take a break. When I was a child, I visited the maintenance pit of the famous Silverstone Formula One racetrack, and of course it was fascinating to learn about the tire switches and refueling that mechanics were able to do in just a few seconds. But what stayed with me most was the idea that success was determined not only by the car’s speed on the track, but also by the “pit strategy”—the race team’s scheduled pit stops. Each stop was a tactical investment in performance, a deliberate slowing down, to enable the car to speed up afterward. Pit stops are not wasted time—they’re an essential part of an efficient, well-planned race. And your brain is like that race car. Downtime is as important to your work as every other part of your day, and you need to make sure you get enough of that time throughout the day. Plan for it, protect it, respect it.

The market is fond of making mountains out of molehills and exaggerating ordinary vicissitudes into major setbacks.* Even a mere lack of interest or enthusiasm may impel a price decline to absurdly low levels. Thus we have what appear to be two major sources of undervaluation: (1) currently disappointing results and (2) protracted neglect or unpopularity. However, neither of these causes, if considered by itself alone, can be relied on as a guide to successful common-stock investment. How can we be sure that the currently disappointing results are indeed going to be only temporary? True, we can supply excellent examples of that happening. The steel stocks used to be famous for their cyclical quality, and the shrewd buyer could acquire them at low prices when earnings were low and sell them out in boom years at a fine profit.