Our Portfolio Quotes

God never asked us to meet life's pressures and demands on our own terms or by relying upon our own strength. Nor did He demands that we win His favor by assembling an impressive portfolio of good deeds. Instead, He invites us to enter His rest.

Mayflower-Plymouth is a company, and it's an ecosystem. We are an Investment Holdings company that holds mostly small and medium sized businesses in our portfolio. And we also provide a variety of resources and business services such as consulting - in the interest of helping businesses to be better.

A business that doesn’t respect human life, animal life and the ecosystem of our planet earth… that’s a business we don’t want in our portfolio. If the business does more harm than good, facilitates more death than life, and causes more destruction than creation… then we view them as a bad investment.

Nature doesn’t hedge by betting for and against the same things. Nature hedges by cultivating resilience. At Mayflower-Plymouth we aim to hedge by cultivating resilience in our portfolios.

At Mayflower-Plymouth, we have a unique approach to minimizing risk in our portfolios. We approach risk holistically.

Effective scaling requires clear strategy. Nature has provided us with a portfolio of growth applications to learn from and our job as business leaders is to be strategic with that.

You added yourself to my contacts list?’ I gasp. When did he do that? I mentally sprint through our meeting, settling on my visit to the toilet when I left my portfolio and phone on the table. I can’t believe he went through my phone! ‘I need to be able to get hold of you.

Indefinite attitudes to the future explain what’s most dysfunctional in our world today. Process trumps substance: when people lack concrete plans to carry out, they use formal rules to assemble a portfolio of various options. This describes Americans today. In middle school, we’re encouraged to start hoarding “extracurricular activities.” In high school, ambitious students compete even harder to appear omnicompetent. By the time a student gets to college, he’s spent a decade curating a bewilderingly diverse résumé to prepare for a completely unknowable future. Come what may, he’s ready—for nothing in particular.

Basically, we view a portfolio in the same way that a gardener views a garden. Every business or asset in our portfolio is like a plant in a gardeners garden and is subject to similar expectations; growth, purpose, and productivity.

Most of our portfolio is brut or extra brut, which means that it contains less than twelve grams per liter of residual sugar, or less than a half teaspoon per five-ounce glass.

All stakeholders should benefit from the capital we allocate in our portfolio.

We believe that the capital in our portfolio should be a platform for utility and a facilitator of life.

All stakeholders should benefit from the capital we allocate in our portfolio, on a net value add basis.

Bonds are in our portfolio to provide a deflation hedge. Deflation is one of the two big macro risks to your money. Inflation is the other and we hedge against that with our stocks.

Christians are God's delivery people, through whom he does his giving to a needy world. We are conduits of God's grace to others. Our eternal investment portfolio should be full of the most strategic kingdom-building projects to which we can disburse God's funds.

We do not need to be rational and scientific when it comes to the details of our daily life—only in those that can harm us and threaten our survival. Modern life seems to invite us to do the exact opposite; become extremely realistic and intellectual when it comes to such matters as religion and personal behavior, yet as irrational as possible when it comes to matters ruled by randomness (say, portfolio or real estate investments). I have encountered colleagues, “rational,” no-nonsense people, who do not understand why I cherish the poetry of Baudelaire and Saint-John Perse or obscure (and often impenetrable) writers like Elias Canetti, J. L. Borges, or Walter Benjamin. Yet they get sucked into listening to the “analyses” of a television “guru,” or into buying the stock of a company they know absolutely nothing about, based on tips by neighbors who drive expensive cars.

In nature, capital is never stagnant. Capital exists in service to life - at all times. It's a medium of utility, not a souvineer. The capital in our portfolio should work in the same way.

Scripture is first and foremost a story. And it’s a story about God. We want to make it a story about us—about how to get ahead in life or have great sex or up our portfolio or just be happy. And there are all sorts of “success principles” in the Bible, but honestly, that’s just not what the story is about. If you strip the Bible down to the core, it’s a story about God, and about how we as people relate to God.

challenging market, when so many of our customers are struggling to control costs, our engineers have been reconfiguring our portfolio into industry-leading suites of cost-reduction technologies and services.

At Mayflower-Plymouth, we analyze global markets, analyze businesses and employ a range of strategies that emulate natural ecosystems to deliver holistic and industry-consistent investment returns. Our approach emphasizes preservation, steady compounding growth and steady returns for our capital partners and clients.

Our Principles of Permaculture Capital Stewardship set us apart from other Asset Management firms. These principles allow us to model nature in the way we steward Capital to ensure portfolio resilience, steady ROI and profit.

I hate babies with trendy names like Tiffany and Britney and Heather and Noah and Blake and Justin. I’m sick of Olivia and Chloe and Eva and Madison. I hope Aiden and Jayden and Braden and Graden all suffer minor head injuries while reading Dr. Seuss. Enough already with the cutesy-poo baby names. What happened to John and Dave and Sue? Babies with trendy names grow up to be adults with ridiculous names. “This is our CEO, Micah.” “You know what, Micah? I want my money back. I’m closing my portfolio. I’m going with Michael. He’s a grown-up.” One day all of these trendy-named children will grow up and become parents and then grandparents, and it’s all wrong. Grandma Tori? Zayda Jared? Nana Savannah?

the genes of modern-day Africans are a treasure house for all humanity. They possess our species’ greatest reservoir of genetic diversity, of which further study will shed new light on the heredity of the human body and mind. Perhaps the time has come, in light of this and other advances in human genetics, to adopt a new ethic of racial and hereditary variation, one that places value on the whole of diversity rather than on the differences composing the diversity. It would give proper measure to our species’ genetic variation as an asset, prized for the adaptability it provides all of us during an increasingly uncertain future. Humanity is strengthened by a broad portfolio of genes that can generate new talents, additional resistance to diseases, and perhaps even new ways of seeing reality. For scientific as well as for moral reasons, we should learn to promote human biological diversity for its own sake instead of using it to justify prejudice and conflict.

At Mayflower-Plymouth, we look at the businesses in our Private Equity portfolio as an ecosystem of businesses.

All of us need to invest our capital to achieve financial freedom, but most of us are not equipped with the soul and skills to have concentrated portfolios.

All of life is Capital stewarded by God. And he allows us to steward some of it according to his purposes. And the more we model him in our stewardship, the more he seems to allow us to steward.

In reality, many universities have direct investments in corporate America in the form of substantial stock portfolios. By purchase and persuasion, our institutions of higher learning are wedded to institutions of higher earning.

Since exploitation pays, this could dampen our portfolios’ stock performance. Banking and shopping in ways that express solidarity with the poor could mean we pay more. And by acknowledging those costs, we acknowledge our complicity. When we cheat and rob one another, we lose part of ourselves, too. Doing the right thing is often a highly inconvenient, time-consuming, even costly process, I know. I try, fail, and try again. But that’s the price of our restored humanity.

Where I live, being considered “good” has little to nothing to do with institutional religion. The social benchmarks for moral applause have more to do with whether one eats organic, rides his or her bike to work, and supports a humanitarian initiative in Africa. Things like these—even if good things that contribute to the flourishing of our world, in a manner similar to many traditional religious works—comprise our contemporary bars of righteousness by which one’s social capital is improved. In corporate culture, these bars may have more to do with how much money we’ve made or the size of our portfolio. In political culture, how much power we’ve attained or the heights up the ladder we’ve climbed. In popular culture, how much sex we’ve had or the number of Twitter followers who are interested in what we have to say. The cultural decline of institutional religion has simply meant the relocation, not the destruction, of social norms through which we pursue personal justification and social acceptance for our existence.

You two should do the next partner project together,” she said as she flipped through our portfolios. “You both have excellent designs, and you have polar opposite strengths. You’d do well together.” Jake and I nodded respectfully, but under the table, he rubbed my leg. “I guess we’re pretty good together,” he whispered against my ear later in the hall. “Is that what she said? I thought she said you could learn a lot from me.” Reinhardt, Liz (2011-09-06). Double Clutch (A Brenna Blixen Novel) (p. 206). . Kindle Edition.

At Mayflower-Plymouth, we see ourselves as primarily a Capital Holdings Company. We aim to continually acquire, own and steward a massive portfolio of assets of various kinds; creating wealth for our partners and enormous value for the people we serve through our stewardship.

Congressional representatives on balance rank among the wealthiest of wealthy Americans, and boast financial portfolios that are all but unattainable for most of their constituents. Nice work if you can get it, especially when you consider that the median per capita income in the United States is $25,000…and falling.

When you reach our age, Vasily, it all goes by so quickly. Whole seasons seem to pass without leaving the slightest mark on our memory.” “How true…, “ agreed the concierge (as he sorted through an allotment of tickets). “But surely, there is comfort to be taken from that,” continued the Count. “For even as the weeks begin racing by in a blur for us, they are making the greatest of impressions upon our children. When one turns seventeen and begins to experience that first period of real independence, one’s senses are so alert, one’s sentiments so finely attuned that every conversation, every look, every laugh may be writ indelibly upon one’s memory. And the friends that one happens to make in those impressionable years? One will meet them forever after with a welling of affection.”… “Perhaps it is a matter of celestial balance,” he reflected. “A sort of cosmic equilibrium. Perhaps the aggregate experience of Time is a constant and thus for our children to establish such vivid impressions of this particular June, we must relinquish our claims upon it.” “So that they might remember, we must forget,” Vasily summed up. “Exactly!” said the Count. “So that they might remember, we must forget. But should we take umbrage at that fact? Should we feel short-changed by the notion that their experiences for the moment may be richer than ours? I think not. For it is hardly our purpose at this late stage to log a new portfolio of lasting memories. Rather, we should be dedicating ourselves to ensuring that they taste freely of experience. And we must do so without trepidation. Rather than tucking in blankets and buttoning up coats, we must have faith in them to tuck and button on their own. And if they fumble with their newfound liberty, we must remain composed, generous, judicious. We must encourage them to venture out from under our watchful gaze, and then sigh with pride when they pass at last through the revolving door of life…

Social validation, sometimes referred to as herding, is a powerful, hardwired behavior. It is observed in nearly all species, including geese, deer, fish, and insects. Herding is frequently critical for survival, so to go contrary to it is incredibly difficult. The lesson of our past is that sticking out from the crowd by doing something different is dangerous.

We are researching and developing human abilities mainly according to the immediate needs of the economic and political system, rather than according to our own long-term needs as conscious beings. My boss wants me to answer emails as quickly as possible, but he has little interest in my ability to taste and appreciate the food I am eating. Consequently, I check my emails even during meals, which means I lose the ability to pay attention to my own sensations. The economic system pressures me to expand and diversify my investment portfolio, but it gives me zero incentive to expand and diversify my compassion. So I strive to understand the mysteries of the stock exchange while making far less effort to understand the deep causes of suffering.

Exactly!” said the Count. “So that they might remember, we must forget. But should we take umbrage at the fact? Should we feel short-changed by the notion that their experiences for the moment may be richer than ours? I think not. For it is hardly our purpose at this late stage to log a new portfolio of lasting memories. Rather, we should be dedicating ourselves to ensuring that they taste freely of experience. And we must do so without trepidation. Rather than tucking in blankets and buttoning up coats, we must have faith in them to tuck and button on their own. And if they fumble with their newfound liberty, we must remain composed, generous, judicious. We must encourage them to venture out from under our watchful gaze, and then sigh with pride when they pass at last through the revolving doors of life. . . .

Jesus does not say blandly that treasure in heaven results from our generosity on earth. More passionately, he urges his followers to pursue treasure in heaven, the way a thirsty desert wanderer pursues water, or a savvy portfolio manager scours the financial landscape for investments. John comes nowhere close to the Biblical conclusion. Not through faulty reasoning, but the Objectivist simply starts from a different premise. That premise leads him to the “primacy of the individual.

Among the people to whom he belonged, nothing was written or talked about at that time except the Serbian war. Everything that the idle crowd usually does to kill time, it now did for the benefit of the Slavs: balls, concerts, dinners, speeches, ladies' dresses, beer, restaurants—all bore witness to our sympathy with the Slavs. With much that was spoken and written on the subject Konyshev did not agree in detail. He saw that the Slav question had become one of those fashionable diversions which, ever succeeding one another, serve to occupy Society; he saw that too many people took up the question from interested motives. He admitted that the papers published much that was unnecessary and exaggerated with the sole aim of drawing attention to themselves, each outcrying the other. He saw that amid this general elation in Society those who were unsuccessful or discontented leapt to the front and shouted louder than anyone else: Commanders-in-Chief without armies, Ministers without portfolios, journalists without papers, and party leaders without followers. He saw that there was much that was frivolous and ridiculous; but he also saw and admitted the unquestionable and ever-growing enthusiasm which was uniting all classes of society, and with which one could not help sympathizing. The massacre of our coreligionists and brother Slavs evoked sympathy for the sufferers and indignation against their oppressors. And the heroism of the Serbs and Montenegrins, fighting for a great cause, aroused in the whole nation a desire to help their brothers not only with words but by deeds. Also there was an accompanying fact that pleased Koznyshev. It was the manifestation of public opinion. The nation had definitely expressed its wishes. As Koznyshev put it, ' the soul of the nation had become articulate.' The more he went into this question, the clearer it seemed to him that it was a matter which would attain enormous proportions and become epoch-making.

At Mayflower-Plymouth, we believe in having a long term view with investments. We believe that maximizing long-term ROI requires having a big picture view in terms of business and economics. We believe that equity without income is unnatural – so every portfolio should generate consistent income. We believe in prioritizing not just growth, but also resilience. And we believe that we should employ a multitude of traditional investment approaches toward the achievement of our investment goals.

In forests – Seeds are planted in the soil (capital) and become trees that shed leaves as they grow. Those shedded leaves become added capital to the soil (dividends/yields). The tree also provides a home for other life forms which return capital to the soil. Upon the death of the tree, it’s entire body becomes capital as it is returned to the soil. In this cycle, every tree is an investment which results in the long term accumulation of soil (capital) over time. As the soil grows, it becomes better able to invest in future trees and host future forests. And the yield of them all collectively becomes greater and greater as the capital accumulates. In fact, everything in a natural ecosystem both is capital and exists in service to capital. This duality of capital in natural ecosystems is why capital in natural ecosystems is able to compound and multiply so well. So when it comes to investing - managing portfolios, we apply this duality of capital perspective and pair it with our stewardship identity, which allows us to grow portfolios and maximize wealth.

In judging the importance of moral concerns, recall, social liberals place little weight on In-group Loyalty and Purity/Sanctity (which Fiske lumps under Communal Sharing), and they place little weight on Authority/Respect. Instead they invest all their moral concern in Harm/Care and Fairness/Reciprocity. Social conservatives spread their moral portfolio over all five.197 The trend toward social liberalism, then, is a trend away from communal and authoritarian values and toward values based on equality, fairness, autonomy, and legally enforced rights.

The strategy we’ve adopted precludes our following standard diversification dogma. Many pundits would therefore say the strategy must be riskier than that employed by more conventional investors. We disagree. We believe that a policy of portfolio concentration may well decrease risk if it raises, as it should, both the intensity with which an investor thinks about a business and the comfort-level he must feel with its economic characteristics before buying into it. In stating this opinion, we define risk, using dictionary terms, as “the possibility of loss or injury.” —Warren Buffett, 19931

Lord Jesus, we are silly sheep who have dared to stand before You and try to bribe You with our preposterous portfolios. Suddenly we have come to our senses. We are sorry and ask You to forgive us. Give us the grace to admit we are ragamuffins, to embrace our brokenness, to celebrate Your mercy when we are at our weakest, to rely on Your mercy no matter what we may do. Dear Jesus, gift us to stop grandstanding and trying to get attention, to do the truth quietly without display, to let the dishonesties in our lives fade away, to accept our limitations, to cling to the gospel of grace, and to delight in Your love. Amen.

The sum of the knowable, that soil which the human spirit must till, lies between all the languages and independent of them, at their center. But man cannot approach this purely objective realm other than through his own modes of cognition and feeling, in other words: subjectively. Just where study and research touch the highest and deepest point, just there does the mechanical, logical use of reason - whatever in us can most easily be separated from our uniqueness as individual human beings - find itself at the end of its rope. From here on we need a process of inner perception and creation. And all that we can plainly know about this is its result, namely, that objective truth always rises from the entire energy of subjective individuality.

Our Good for You portfolio was growing elsewhere, too. I got a call one day from Ofra Strauss, the CEO of Strauss-Elite Food, our snacks partner in Israel. She asked to see me in Purchase and showed up with a huge hamper of Mediterranean dips—hummus, baba ghanoush, you name it. She laid them all out with fresh pita bread on my conference table, and we enjoyed a picnic of products from Sabra, a New York–based company that Strauss had recently purchased. It was a delicious lineup—totally vegetarian—and a great potential mate to Stacy’s Pita Chips, which we’d acquired a couple of years earlier. Less than a year later, Sabra and Frito-Lay signed a joint venture, and Sabra now leads the US hummus market. More important for me, Ofra is one of my dearest friends.

What would a final exam look like in a course organized around a complex problem that must be considered in the light of several disciplines? Students would be asked to write an extended take-home essay about "what it means to be an American."-- and they would know from the first day of class that this was the final exam question. The second part of the final exam would require students to present and defend their papers in a public exhibition where parents would observe and ask questions. The Students’ oral and written work would be assessed on their ability to display a range of evidence to make their points. They would have to meet a performance standard to get a Merit Badge in American Studies.” -- this is the essence of the digital portfolio. (page 139)

The real nemesis of the modern economy is ecological collapse. Both scientific progress and economic growth take place within a brittle biosphere, and as they gather steam, so the shock waves destabilise the ecology. In order to provide every person in the world with the same standard of living as affluent Americans, we would need a few more planets – but we only have this one. If progress and growth do end up destroying the ecosystem, the cost will be dear not merely to vampires, foxes and rabbits, but also to Sapiens. An ecological meltdown will cause economic ruin, political turmoil, a fall in human standards of living, and it might threaten the very existence of human civilisation. We could lessen the danger by slowing down the pace of progress and growth. If this year investors expect to get a 6 per cent return on their portfolios, in ten years they will be satisfied with a 3 per cent return, in twenty years only 1 per cent, and in thirty years the economy will stop growing and we’ll be happy with what we’ve already got. Yet the creed of growth firmly objects to such a heretical idea. Instead, it suggests we should run even faster. If our discoveries destabilise the ecosystem and threaten humanity, then we should discover something to protect ourselves. If the ozone layer dwindles and exposes us to skin cancer, we should invent better sunscreen and better cancer treatments, thereby also promoting the growth of new sunscreen factories and cancer centres. If all the new industries pollute the atmosphere and the oceans, causing global warming and mass extinctions, then we should build for ourselves virtual worlds and hi-tech sanctuaries that will provide us with all the good things in life even if the planet is as hot, dreary and polluted as hell.

When I was younger and hard-hearted, with hot, hostile artistic ambitions I yearned to charge at the aloof, faceless “thems” of our world until they said Uncle, I believed the scariest words ever spoken to be “The apple never falls far from the tree.” That whole concept inspired clinging fears in the wee hours, and a halting miserable shyness in the presence of those who seemed to be the anointed. If I fell not far from the tree, was I then fated to be, not, say, a college prof of English, but inmate 2679785? A parolee who spends seventeen years on the night shift with Custodial Services at KU Med Center in K.C., instead of a Prize-Winning Novelist with a saltbox on the Cape? An unwholesome artsy freak, and not an esteemed citizen whose voting privileges have never been revoked? I went through those pitiful, hangdog years being ashamed of my roots and origins, referring to home as “our place in the country,” and to my father as a “self-made man.” I hung my head and eenie-meenie-minie-moed when confronted at dinner tables by too many forks. I tried to give the impression that slapping an uppity snotnose silly was not the sort of act contained in my portfolio. It

One executive team I worked with had at one time identified three criteria for deciding what projects to take on. But over time they had become more and more indiscriminate, and eventually the company’s portfolio of projects seemed to share only the criterion that a customer had asked them to do it. As a result, the morale on the team had plummeted, and not simply because team members were overworked and overwhelmed from having taken on too much. It was also because no project ever seemed to justify itself, and there was no greater sense of purpose. Worse, it now became difficult to distinguish themselves in the marketplace because their work, which had previously occupied a unique and profitable niche, had become so general. Only by going through the work of identifying extreme criteria were they able to get rid of the 70 and 80 percents that were draining their time and resources and start focusing on the most interesting work that best distinguished them in the marketplace. Furthermore, this system empowered employees to choose the projects on which they could make their highest contribution; where they had once been at the mercy of what felt like capricious management decisions, they now had a voice. On one occasion I saw the quietest and most junior member of the team push back on the most senior executive. She simply said, “Should we be taking on this account, given the criteria we have?” This had never happened until the criteria were made both selective and explicit. Making our criteria both selective and explicit affords us a systematic tool for discerning what is essential and filtering out the things that are not.

do you think Jesus would do if he came back to earth tonight in Bremerton?” C asked, as he spooned some rice onto his plate. “I don’t know,” I said, savoring a mouthful of Mongolian beef. “Would he come in a white robe and sandals, or the dress of this time?” C pressed on. I shrugged my shoulders, forking in the fried rice. “Would he be white, black, Asian, or maybe look like Saddam Hussein instead of Kevin Costner or Tom Cruise? What if he didn’t fit our image of him? What if he was bald? Or, for God’s sake, what if he was gay? “He wouldn’t have any cash, no MasterCard, Visa, Discover Card, or portfolio of any kind. If he went to a bank and said, ‘Hello. I’m Jesus, the son of God. I need some of those green things that say “In God We Trust” on them to buy some food and get a place to stay,’ the bank manager would say, ‘I’m sorry, but I looked in my computer and without a social security number, local address, and credit history, I can’t do anything for you. Maybe if you show me a miracle or two, I might lend you fifty dollars.’ “Where would he stay? The state park charges sixteen dollars a night. Could he go to a church and ask, ‘May I stay here? I am Jesus’? Would they believe him?” As I took a sip of my drink, I wondered just who this character was sitting across from me. Was he some angel sent to save me? Or was he, as the Rolling Stones warned in their song, Satan himself here to claim me for some sin of this life or a past life of which I had no recollection? Or was he an alien? Or was he Jesus, the Christ himself, just “messing” with me? Was I in the presence of a prophet, or just some hopped-up druggie? “‘Ask, and it will be given you; seek, and you will find; knock, and it will be opened to you.’ That’s what Jesus said. What doors would be opened to him?” he asked. “The Salvation Army—Sally’s?” I guessed. “That’s about all,” C said. “Unless he saw Tony Robbins’ TV formula to become a millionaire and started selling miracles to the rich at twenty-thousand dollars a pop. He could go on Regis, Oprah, maybe get an interview with Bill Moyers, or go on Nightline. Or joust with the nonbelievers on Jerry Springer! Think of the book deals! He

During his time working for the head of strategy at the bank in the early 1990s, Musk had been asked to take a look at the company’s third-world debt portfolio. This pool of money went by the depressing name of “less-developed country debt,” and Bank of Nova Scotia had billions of dollars of it. Countries throughout South America and elsewhere had defaulted in the years prior, forcing the bank to write down some of its debt value. Musk’s boss wanted him to dig into the bank’s holdings as a learning experiment and try to determine how much the debt was actually worth. While pursuing this project, Musk stumbled upon what seemed like an obvious business opportunity. The United States had tried to help reduce the debt burden of a number of developing countries through so-called Brady bonds, in which the U.S. government basically backstopped the debt of countries like Brazil and Argentina. Musk noticed an arbitrage play. “I calculated the backstop value, and it was something like fifty cents on the dollar, while the actual debt was trading at twenty-five cents,” Musk said. “This was like the biggest opportunity ever, and nobody seemed to realize it.” Musk tried to remain cool and calm as he rang Goldman Sachs, one of the main traders in this market, and probed around about what he had seen. He inquired as to how much Brazilian debt might be available at the 25-cents price. “The guy said, ‘How much do you want?’ and I came up with some ridiculous number like ten billion dollars,” Musk said. When the trader confirmed that was doable, Musk hung up the phone. “I was thinking that they had to be fucking crazy because you could double your money. Everything was backed by Uncle Sam. It was a no-brainer.” Musk had spent the summer earning about fourteen dollars an hour and getting chewed out for using the executive coffee machine, among other status infractions, and figured his moment to shine and make a big bonus had arrived. He sprinted up to his boss’s office and pitched the opportunity of a lifetime. “You can make billions of dollars for free,” he said. His boss told Musk to write up a report, which soon got passed up to the bank’s CEO, who promptly rejected the proposal, saying the bank had been burned on Brazilian and Argentinian debt before and didn’t want to mess with it again. “I tried to tell them that’s not the point,” Musk said. “The point is that it’s fucking backed by Uncle Sam. It doesn’t matter what the South Americans do. You cannot lose unless you think the U.S. Treasury is going to default. But they still didn’t do it, and I was stunned. Later in life, as I competed against the banks, I would think back to this moment, and it gave me confidence. All the bankers did was copy what everyone else did. If everyone else ran off a bloody cliff, they’d run right off a cliff with them. If there was a giant pile of gold sitting in the middle of the room and nobody was picking it up, they wouldn’t pick it up, either.” In

When I spoke to you here the last time, my old party comrades, I did so fully conscious of victory as hardly a mortal has been able to do before me. In spite of this, a concern weighed heavily on me. It was clear to me that, ultimately, behind this war was that incendiary who has always lived off the quarrels of nations: the international Jew. I would no longer have been a National Socialist had I ever distanced myself from this realization. We followed his traces over many years. In this Reich, probably for the first time, we scientifically resolved this problem for all time, according to plan, and really understood the words of a great Jew who said that the racial question was the key to world history. Therefore, we knew quite well-above all, I knew-that the driving force behind these occurrences was the Jew. And that, as always in history, there were blockheads ready to stand up for him: partly spineless, paid characters, partly people who want to make deals and, at no time, flinch from having blood spilled for these deals. I have come to know these Jews as the incendiaries of the world. After all, in the previous years, you saw how they slowly poisoned the people via the press, radio, film, and theater. You saw how this poisoning continued. You saw how their finances, their money transactions, had to work in this sense. And, in the first days of the war, certain Englishmen-all of them shareholders in the armament industry-said it openly: “The war must last three years at least. It will not and must not end before three years.”-That is what they said. That was only natural, since their capital was tied up and they could not hope to secure an amortization in less than three years. Certainly, my party comrades, for us National Socialists, this almost defies comprehension. But that is how things are in the democratic world. You can be prime minister or minister of war and, at the same time, own portfolios of countless shares in the armament industry. Interests are explained that way. We once came to know this danger as the driving force in our domestic struggle. We had this black-red-golden coalition in front of us; this mixture of hypocrisy and abuse of religion on the one hand, and financial interests on the other; and, finally, their truly Jewish-Marxist goals. We completely finished off this coalition at home in a hard struggle. Now, we stand facing this enemy abroad. He inspired this international coalition against the German Volk and the German Reich. First, he used Poland as a dummy, and later pressed France, Belgium, Holland, and Norway to serve him. From the start, England was a driving force here. Understandably, the power which would one day confront us is most clearly ruled by this Jewish spirit: the Soviet Union. It happens to be the greatest servant of Jewry. Time meanwhile has proved what we National Socialists maintained for many years: it is truly a state in which the whole national intelligentsia has been slaughtered, and where only spiritless, forcibly proletarianized subhumans remain. Above them, there is the gigantic organization of the Jewish commissars, that is, established slaveowners. Frequently people wondered whether, in the long run, nationalist tendencies would not be victorious there. But they completely forgot that the bearers of a conscious nationalist view no longer existed. That, in the end, the man who temporarily became the ruler of this state, is nothing other than an instrument in the hands of this almighty Jewry. If Stalin is on stage and steps in front of the curtain, then Kaganovich and all those Jews stand behind him, Jews who, in ten-thousandfold ramifications, control this mighty empire. Speech in the Löwenbräukeller Munich, November 8, 1941

Say Bank A is holding $10 million in A-minus-rated IBM bonds. It goes to Bank B and makes a deal: we’ll pay you $50,000 a year for five years and in exchange, you agree to pay us $10 million if IBM defaults sometime in the next five years—which of course it won’t, since IBM never defaults. If Bank B agrees, Bank A can then go to the Basel regulators and say, “Hey, we’re insured if something goes wrong with our IBM holdings. So don’t count that as money we have at risk. Let us lend a higher percentage of our capital, now that we’re insured.” It’s a win-win. Bank B makes, basically, a free $250,000. Bank A, meanwhile, gets to lend out another few million more dollars, since its $10 million in IBM bonds is no longer counted as at-risk capital. That was the way it was supposed to work. But two developments helped turn the CDS from a semisensible way for banks to insure themselves against risk into an explosive tool for turbo leverage across the planet. One is that no regulations were created to make sure that at least one of the two parties in the CDS had some kind of stake in the underlying bond. The so-called naked default swap allowed Bank A to take out insurance with Bank B not only on its own IBM holdings, but on, say, the soon-to-be-worthless America Online stock Bank X has in its portfolio. This is sort of like allowing people to buy life insurance on total strangers with late-stage lung cancer—total insanity. The other factor was that there were no regulations that dictated that Bank B had to have any money at all before it offered to sell this CDS insurance.

Indefinite attitudes to the future explain what’s most dysfunctional in our world today. Process trumps substance: when people lack concrete plans to carry out, they use formal rules to assemble a portfolio of various options. This describes Americans today. In middle school, we’re encouraged to start hoarding “extracurricular activities.” In high school, ambitious students compete even harder to appear omnicompetent. By the time a student gets to college, he’s spent a decade

And if you don’t believe me or even Charley, remember that Warren Buffett, perhaps the greatest investor of our time, has opined that all investors would be better off if their portfolio contained a diversified group of index funds.

Indefinite attitudes to the future explain what’s most dysfunctional in our world today. Process trumps substance: when people lack concrete plans to carry out, they use formal rules to assemble a portfolio of various options.

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But it is not just about how well collaboration is occurring in our school. Also important is the fact that we are all trying to get better at our practice.

Humans are great optimizers. We look at everything around us, whether a cow, a house, or a share portfolio, and ask ourselves how we can manage it to get the best return. Our modus operandi is to break the things we’re managing down into its component parts and understand how each part functions and what inputs will yield the greatest outputs . . . [but] the more you optimize elements of a complex system of humans and nature for some specific goal, the more you diminish that system’s resilience. A drive for efficient optimal state outcome has the effect of making the total system more vulnerable to shocks and disturbances.

Each of us fabricates an anaglyphic portfolio demarking our contiguous photo-essay.

No matter what anyone tells you, or sells you, there isn’t a single portfolio manager, broker, or financial advisor who can control the primary factor that will determine if our money will last.

Thus I dismiss macro prediction as something that will bring investment success for the vast majority of investors, and I certainly include myself in that group. If that’s so, what’s left? While there are lots of details and nuances, I think we can most gainfully spend our time in three general areas: trying to know more than others about what I call “the knowable”: the fundamentals of industries, companies and securities, being disciplined as to the appropriate price to pay for a participation in those fundamentals, and understanding the investment environment we’re in and deciding how to strategically position our portfolios for it.

What’s Your Foreign Policy? Investing in foreign stocks may not be mandatory for the intelligent investor, but it is definitely advisable. Why? Let’s try a little thought experiment. It’s the end of 1989, and you’re Japanese. Here are the facts: Over the past 10 years, your stock market has gained an annual average of 21.2%, well ahead of the 17.5% annual gains in the United States. Japanese companies are buying up everything in the United States from the Pebble Beach golf course to Rockefeller Center; meanwhile, American firms like Drexel Burnham Lambert, Financial Corp. of America, and Texaco are going bankrupt. The U.S. high-tech industry is dying. Japan’s is booming. In 1989, in the land of the rising sun, you can only conclude that investing outside of Japan is the dumbest idea since sushi vending machines. Naturally, you put all your money in Japanese stocks. The result? Over the next decade, you lose roughly two-thirds of your money. The lesson? It’s not that you should never invest in foreign markets like Japan; it’s that the Japanese should never have kept all their money at home. And neither should you. If you live in the United States, work in the United States, and get paid in U.S. dollars, you are already making a multilayered bet on the U.S. economy. To be prudent, you should put some of your investment portfolio elsewhere—simply because no one, anywhere, can ever know what the future will bring at home or abroad. Putting up to a third of your stock money in mutual funds that hold foreign stocks (including those in emerging markets) helps insure against the risk that our own backyard may not always be the best place in the world to invest.

The market’s behavior in the past 20 years has not followed the former pattern, nor obeyed what once were well-established danger signals, nor permitted its successful exploitation by applying old rules for buying low and selling high. Whether the old, fairly regular bull-and-bear-market pattern will eventually return we do not know. But it seems unrealistic to us for the investor to endeavor to base his present policy on the classic formula—i.e., to wait for demonstrable bear-market levels before buying any common stocks. Our recommended policy has, however, made provision for changes in the proportion of common stocks to bonds in the portfolio, if the investor chooses to do so, according as the level of stock prices appears less or more attractive by value standards.

To invest successfully, you need not understand beta, efficient markets, modern portfolio theory, option pricing, or emerging markets. You may, in fact, be better off knowing nothing of these. That, of course, is not prevailing view at most business schools, whose finance curriculum tends to be dominated by such subjects. In our view, though, investment students need only two well-taught courses—How to Value a Business, and How to Think About Market Prices.

We share our Pebble Gifting Portfolios. You can look up templates online.

I have always fancied myself as a fairly objective looker, but I’m beginning to wonder whether I do not miss whole categories of things. Let me give you an example of what I mean, Alicia. Some years ago the U.S. Information Service paid the expenses of a famous and fine Italian photographer to go to America and to take pictures of our country. It was thought that pictures by an Italian would be valuable to Italians because they would be of things of interest to Italy. I was living in Florence at the time and I saw the portfolio as soon as the pictures were printed. The man had traveled everywhere in America, and do you know what his pictures were? Italy, in every American city he had unconsciously sought and found Italy. The portraits—Italians; the countryside—Tuscany and the Po Valley and the Abruzzi. His eye looked for what was familiar to him and found it. . . . This man did not see the America which is not like Italy, and there is very much that isn’t. And I wonder what I have missed in the wonderful trip to the south that I have just completed. Did I see only America? I confess I caught myself at it. Traveling over those breathtaking mountains and looking down at the shimmering deserts . . . I found myself saying or agreeing—yes, that’s like the Texas panhandle— that could be Nevada, and that might be Death Valley. . . . [B]y identifying them with something I knew, was I not cutting myself off completely from the things I did not know, not seeing, not even recognizing, because I did not have the easy bridge of recognition . . . the shadings, the nuance, how many of those I must not have seen. (Newsday, 2 Apr. 1966)

For some cancers, like our number-two cancer killer, colon cancer, up to 71 percent of cases appear to be preventable through a similar portfolio of simple diet and lifestyle changes.52

How Do We Know If We Need to Rebalance? We need to know several things in order to determine if our portfolio needs to be rebalanced. First, we need to know our desired asset allocation. This was determined when we first established our asset allocation plan, and possibly revised and refined it later as life cycles and events made changes to our plan necessary.

A second method of rebalancing involves the creation of expansion bands. With this method of rebalancing, you create a window, such as plus or minus 5 percent from your desired allocation. You would rebalance whenever the asset class exceeds those bands. For example, if our desired equity allocation was 60 percent, we’d only need to rebalance whenever the equities in our portfolio fell below 55 percent or rose above 65 percent. However, if you plan to use the expansion band method and intend to rebalance as soon as your allocation touches either band, this would require more frequent monitoring of one’s portfolio than the predetermined time-interval method, especially in a volatile market. In addition, if strict expansion band rebalancing were to be done in a taxable account, it could create short-term capital gains which are taxed at a higher rate than long-term capital gains. Therefore, you may want to consider delaying your rebalancing until you have held the asset for more than 12 months.

In our view the search for these would not be worth the investor’s effort unless he could hope to add, say, 5% before taxes to the average annual return from the stock portion of his portfolio.

the intelligent investor designates a tiny portion of her total portfolio as a “mad money” account. For most of us, 10% of our overall wealth is the maximum permissible amount to put at speculative risk. Never mingle the money in your speculative account with what’s in your investment accounts; never allow your speculative thinking to spill over into your investing activities; and never put more than 10% of your assets into your mad money account, no matter what happens.

All of the above brings us back to our conclusion that the investor has no sound basis for expecting more than an average overall return of, say, 8% on a portfolio of DJIA-type common stocks purchased at the late 1971 price level. But even if these expectations should prove to be understated by a substantial amount, the case would not be made for an all-stock investment program.

intelligent investor designates a tiny portion of her total portfolio as a “mad money” account. For most of us, 10% of our overall wealth is the maximum permissible amount to put at speculative risk. Never mingle the money in your speculative account with what’s in your investment accounts; never allow your speculative thinking to spill over into your investing activities; and never put more than 10% of your assets into your mad money account, no matter what happens.

Our lives,” I whisper. “I like the sound of that. I never thought that my life could be like this. So safe and warm. All my life I’ve been looking for that feeling. I bought house after house but I never found it.” He lifts his hand tangling his long fingers in my hair, his expression so tender and open and warm. “Sweetheart that’s love that you’re describing, not a property portfolio.” I smile and touch his face. “Then I got it wrong all this time because my home is you. I should have just looked for you.

Investing (and deciding where to work): Value flows from choosing the right sector, team, and product, in that order. Sector: Embrace risk. Be contrarian, and look for disruptive, not incremental, improvements. Team: At our firm, and at our portfolio companies, it is all about the talent. “A” leaders hire A+ talent; “B” leaders hire C talent. Judge people by the team they build. If you are the smartest person in the room, and remain so for more than a few months, start to worry. Product: The tried-and-true way to judge a product’s value is by the customer’s second purchase. Many products are over-engineered, some are too incremental to displace legacy products, and others solve too narrow a problem. The best solutions offer value through simplicity and target the highest priority needs of buyers. In

End of May 2012 The continuation of my email to Andy: …I was delighted to return to London after war-ravaged Belfast. The students in our college had to evacuate several times due to IRA bomb threats. I must have subconsciously selected to be in Northern Ireland because of my unsettling inner upheavals. Much like the riots that went on in the city in 1971, I was unconsciously fighting my inner demons within myself. I needed that year to overcome my sexual additions and to immerse myself in my fashion studies. By the following year, I had compiled an impressive fashion design portfolio for application with various London Art and Design colleges. Foundation students generally required two years to complete their studies. I graduated from the Belfast College of Art with flying colors within a year. By the autumn of 1972, I was accepted into the prestigious Harrow School of Art and Technology. Around that period, my father’s business was waning and my family had financial difficulty sponsoring my graduate studies. Unbeknownst to my family, I had earned sufficient money during my Harem services to comfortably put myself through college. I lied to my parents and told them I was working part-time in London to make ends meet so I could finance my fashion education. They believed my tall tale. For the next three years I put my heart and soul into my fashion projects. I would occasionally work as a waiter at the famous Rainbow Room in Biba, which is now defunct. Working at this dinner dance club was a convenient way of meeting beautiful and trendy patrons, who often visit this capricious establishment.

From our interviews we therefore identified four marketing management capabilities that comprise the MCM capability of a firm: (1) selection, (2) portfolio view, (3) monitoring, and (4) adaptive learning.

I don’t think I’m too wrapped up in these identities until someone gets it wrong. I know it sounds pathetic, and believe me I am embarrassed to admit it, but I sometimes—more often than I wish—find myself wanting to be identified by something I’ve done or accomplished. Most of us grew up being taught that our identity as a person is based on our accomplishments. Your identity is closely tied to the points you score, the trophies you win, the grades you make, the diplomas you earn, the jobs you get, the promotions you receive, the portfolio you build. We build our resumés, display our achievements, and frame our accomplishments. In Philippians 3 Paul talks about how his identity used to be wrapped up in these things. He had some pretty impressive credentials. He was born into the right family, attended notable schools, received impressive degrees, landed in a powerful position. If he was introduced by someone who was identifying him, everyone would have been impressed. But here’s Paul’s conclusion about all of that. I once thought these things were valuable, but now I consider them worthless because of what Christ has done. Yes, everything else is worthless when compared with the infinite value of knowing Christ Jesus my Lord. For his sake I have discarded everything else, counting it all as garbage, so that I could gain Christ. (Philippians 3:7–8 NLT) I am a follower of Jesus. No mistake I have ever made and no success I have ever had says as much about me as that. And when I embrace that identity and understand that a follower is who I am, then following is what I will do. Nominative

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Recently, a large company offered to buy one of our portfolio companies. The deal was lucrative and compelling given the portfolio company’s progress to date and revenue level. The founder/CEO (I’ll call him Hamlet—not his real name) thought that selling did not make sense due to the giant market opportunity that he was pursuing, but he still wanted to make sure that he made the best possible choice for investors and employees. Hamlet wanted to reject the offer, but only marginally. To complicate matters, most of the management team and the board thought the opposite. It did not help that the board and the management team were far more experienced than Hamlet. As a result, Hamlet spent many sleepless nights worrying about whether he was right. He realized that it was impossible to know. This did not help him sleep. In the end, Hamlet made the best and most courageous decision he could and did not sell the company. I believe that will prove to be the defining moment of his career.

Exactly!” said the Count. “So that they might remember, we must forget. But should we take umbrage at the fact? Should we feel shortchanged by the notion that their experiences for the moment may be richer than ours? I think not. For it is hardly our purpose at this late stage to log a new portfolio of lasting memories. Rather, we should be dedicating ourselves to ensuring that they taste freely of experience. And we must do so without trepidation. Rather than tucking in blankets and buttoning up coats, we must have faith in them to tuck and button on their own. And if they fumble with their newfound liberty, we must remain composed, generous, judicious. We must encourage them to venture out from under our watchful gaze, and then sigh with pride when they pass at last through the revolving doors of life. . . .

Philanthropic capital should not be doing what at-scale capital can do. It’s at-risk capital. We’re okay if 30 percent of our portfolio fails, as long as we fail fast, learn fast, and move fast. Another 30 percent can get spun out into companies that are structured in a way that is equitable and generous and can execute. And 30 percent are doing good things but might limp along financially, and that’s okay too. We have that 30x30x30 appetite for what success looks like. If we tell ourselves everything needs to be successful, we’ll miss out on a lot.

Everyone’s different and we all have our own portfolio of limiting beliefs. But in all my coaching, I’ve encountered two that many of us share. The first is that we have no power to change our circumstances, and the second is that we lack the resources to do so.

Exactly!” said the Count. “So that they might remember, we must forget. But should we take umbrage at the fact? Should we feel shortchanged by the notion that their experiences for the moment may be richer than ours? I think not. For it is hardly our purpose at this late stage to log a new portfolio of lasting memories. Rather, we should be dedicating ourselves to ensuring that they taste freely of experience. And we must do so without trepidation. Rather than tucking in blankets and buttoning up coats, we must have faith in them to tuck and button on their own. And if they fumble with their newfound liberty, we must remain composed, generous, judicious. We must encourage them to venture out from under our watchful gaze, and then sigh with pride when they pass at last through the revolving doors of life. . . .” As if to illustrate, the Count gestured generously and judiciously toward the hotel’s entrance, while giving an exemplary sigh. Then he tapped the concierge’s desk.

Pat Dorsey, a Chicago-based hedge fund manager, expresses a similar view. “The single best thing any investor can do is to not have a TV and a Bloomberg terminal in their office,” he once told me. “That I have to walk fifty feet down the hall to look at stock prices or check the news on our portfolio is great. It’s so tempting. It’s like checking email obsessively: you get a little dopamine rush. But as we all know logically and rationally, it’s utterly nonproductive.

At Silence Hurn, we have an expert team who deliver progressive building consultancy and chartered surveying services for all of our clients. Our skilled team has a wealth of knowledge and expertise in advising developers, landlords, private investors, lenders and homeowners on the entire property life cycle. From acquisition to completion, through design and development, our range of services ensure that you get the best value from your property portfolio.

We are promoting building a better business, increasing shareholder value, enhancing the business’s competitive position through securing a lower cost base, and ensuring we have a capable supplier portfolio. Further, through a skilled procurement team, we can strengthen the business through excellence in contract management discipline, supply chain assurance and align our supply base with the company’s strategic goals, be they technologically based or meet sustainability objectives. What’s not to get excited about that? The CEO’s door will always be open to hear these types of discussions.

Whitehouse Machine Tools has been at the forefront of machine tool technology and CNC machines since its foundation in 1983, supplying a unique range of intelligent precision engineering technologies and solutions to a variety of industrial applications throughout the UK. Our portfolio includes an extensive range of high quality, highly productive CNC milling machines and CNC turning machines from specialist manufacturers throughout Asia and Europe such as Brother, Biglia, Averex, Spinner, AXA, Wele including high-speed twin pallet VMCs, 5-Axis Machining Centres, multi-axis Turning Centres, Stock Machines, Expandable Horizontal Machining Centres and hard-turning lathes.

Green Projects Consulting provides a variety of services such as project portfolio management trainings, project portfolio management strategy and project portfolio management implementation services. Furthermore we have extensive experience in building value driven PMOs, organizational transformation, change management and advanced project management applying critical chain project management and TOC principles to achieve exceptional growth for our clients.

Merrill Lynch had circulated internal memos about the risks in Citron’s portfolio as early as 1992, but those warnings didn’t stir action, let alone caution. Clearly, many senior people within the bank knew that what they were doing was wrong, yet they let it continue, selling him riskier and riskier derivatives and collecting their fees and commissions each time. Orange County had become one of Merrill’s top-five clients, as well as one of the largest purchasers of derivative securities in the world. The bank wasn’t willing to jeopardize the loss of that business, no matter how precarious and unsuitable Citron’s investments were. His own lawyer later argued that the sixty-nine-year-old Citron tested at a seventh-grade level in math, had a severe learning disability, and had long been suffering from dementia. Citron himself admitted that he lacked a basic understanding of what he had done and that he had simply been following the advice of his bankers. They’d held his hand and led him to the slaughter.

In a short time our $25 million portfolio was transformed into $125 million. We had made $100 million!

I refuse to let it slip through my fingers, not when I’m so close. To have those properties would be exponentially beneficial to our portfolio, especially with what we have planned for them.

So much in our culture reinforces the idea that a relationship is everything, but just as it’s financially smart to have a diversified portfolio of investments, the more you strive to make as many aspects in your life as meaningful as possible, the more satisfied you’ll feel.

In a conference call, P&G’s chief financial officer, Erik Nelson, told analysts the complexity of the swaps violated P&G’s derivatives policy. He contended that the company’s policy calls for “plain vanilla-type swaps” and that “there are no other swaps of this type in our portfolio and there never will be again.” It wasn’t clear who, if anyone, at P&G was responsible for the loss. P&G treasurer Raymond Mains, who had been in charge of the derivatives portfolio, was quietly moved from the treasurer’s office to a “special assignment.

Heeding others’ advice and our own intuitions, we stuff our portfolios with positive emotions and sell off the negative ones. But this approach to emotions—to jettison the negative and pile on the positive—is as misguided as the approach to investing that prevailed before modern portfolio theory.

Deep Simplicity: Bringing Order to Chaos and Complexity John Gribbin, Random House (2005) F.F.I.A.S.C.O.: The Inside Story of a Wall Street Trader Frank Partnoy, Penguin Books (1999) Ice Age John & Mary Gribbin, Barnes & Noble (2002) How the Scots Invented the Modern World: The True Story of How Western Europe's Poorest Nation Created Our World & Everything in It Arthur Herman, Three Rivers Press (2002) Models of My Life Herbert A. Simon The MIT Press (1996) A Matter of Degrees: What Temperature Reveals About the Past and Future of Our Species, Planet, and Universe Gino Segre, Viking Books (2002) Andrew Carnegie Joseph Frazier Wall, Oxford University Press (1970) Guns Germs, and Steel: The Fates of Human Societies Jared M. Diamond, W. W. Norton & Company The Third Chimpanzee: The Evolution and Future of the Human Animal Jared Nt[. Diamond, Perennial (1992) Influence: The Psychology of Persuasion Robert B. Cialdini, Perennial Currents (1998) The Autobiography of Benjamin Franklin Benjamin franklin, Yale Nota Bene (2003) Living Within Limits: Ecology, Economics, and Population Taboos Garrett Hardin, Oxford University Press (1995) The Selfish Gene Richard Dawkins, Oxford University Press (1990) Titan: The Life of John D. Rockefeller Sr. Ron Chernow, Vintage (2004) The Wealth and Poverty of Nations: Why Some Are So Rich and Some So Poor David Sandes, W. W Norton & Company (1998) The Warren Buffett Portfolio: Mastering the Power of the Focus Investment Strategist Robert G. Hagstrom, Wiley (2000) Genome: The Autobiography of a Species in 23 Chapters Matt Ridley, Harper Collins Publishers (2000) Getting to Yes: Negotiating Agreement Without Giz.ting In Roger Fisher, William, and Bruce Patton, Penguin Books Three Scientists and Their Gods: Looking for Meaning in an Age of Information Robert Wright, Harper Collins Publishers (1989) Only the Paranoid Survive Andy Grove, Currency (1996 And a few from your editor... Les Schwab: Pride in Performance Les Schwab, Pacific Northwest Books (1986) Men and Rubber: The Story of Business Harvey S. Firestone, Kessinger Publishing (2003) Men to Match My Mountains: The Opening of the Far West, 1840-1900 Irving Stone, Book Sales (2001)

There are numerous examples of successful cultures among our portfolio companies: the empowerment of branch managers that promotes responsible banking at Sweden’s Svenska Handelsbanken, for instance. Reckitt Benckiser, another holding, fosters an entrepreneurial spirit among its senior managers. Yet even if a strong culture is instilled in a company, it can take many years for its full effects to play out. That may be beyond Wall Street’s limited investment horizon. Long-term investors, however, would be wise to take heed.

We are incorrigibly the nastiest of all animals, as our history attests, and that is that. *** I have said almost nothing about those of us in the USA who are the descendants of black African slaves.

Indefinite attitudes to the future explain what’s most dysfunctional in our world today. Process trumps substance: when people lack concrete plans to carry out, they use formal rules to assemble a portfolio of various options . . . A definite view, by contrast, favors firm convictions. Instead of pursuing many-sided mediocrity and calling it “wellroundedness,” a definite person determines the one best thing to do and then does it.