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    • Warren Buffett's early life shaped by family's financial struggles and father's lessonsBuffett's determination to become wealthy and independent thinker rooted in early life experiences, shaped by father's teachings and family's struggles during Great Depression.

      Warren Buffett's early life experiences, including his family's financial struggles during the Great Depression, deeply influenced his determination to become wealthy and his unwavering focus on independent thinking. Buffett's father, Howard, played a crucial role in shaping his son's mindset by instilling in him the importance of hard work, self-reliance, and the value of independent thought. Despite facing adversity, Howard also provided unwavering support and encouragement to Warren, which fueled his drive to succeed. Buffett's passion for investing began at a young age, and he spent his life meticulously studying companies and the stock market to amass a fortune and become one of the most successful investors in history.

    • Warren Buffett's Early Experiences Shaped His Approach to Decision-MakingWarren Buffett's early experiences taught him the importance of patience and independent decision-making, which contrasted with his mother's focus on societal pressures. His love for reading and self-education fueled his pursuit of wealth and investing.

      Warren Buffett's early experiences in life, including his first investment and his home environment, shaped his approach to decision-making. Buffett learned the importance of patience from his early investment experience, and later, he developed an "inner scorecard" approach to making decisions based on what he believed was best for him, rather than societal pressures or external validation. This contrasted sharply with his mother's "outer scorecard" approach, which was driven by a constant concern for what others thought. Buffett's ability to make independent decisions and follow his convictions played a significant role in his eventual success. Additionally, Buffett's passion for reading and self-education provided him with the knowledge and motivation to pursue his goals of accumulating wealth and becoming an investor.

    • Warren Buffett's Passion for Finance and LearningWarren Buffett's early success came from his passion for finance, love for learning, and eagerness to teach. He aimed to become a millionaire by 30 and enjoyed making money grow.

      Warren Buffett's early success in finance began with his eagerness to start and his passion for teaching and learning. At a young age, he attracted followers by discussing financial exploits and breaking down complex ideas. Buffett's love for reading and learning from various sources played a significant role in his wealth accumulation. He declared his goal to become a millionaire by age 30 and saw the fun in making money and watching it grow. Buffett's unique perspective and enjoyment in his work made him stand out from his peers. Despite his success with small businesses and investments, his father encouraged him to attend college, which he reluctantly did. Buffett's early experiences demonstrate the importance of passion, learning, and hard work in achieving financial success.

    • Warren Buffett's frustration with theoretical business schoolBuffett's experience at Wharton reinforced his belief in self-education and the importance of practical knowledge, a strong work ethic, and access to information.

      Warren Buffett, even at a young age, had a strong desire to learn and gain practical business knowledge. He had already gained significant experience through his dealings with a farmer and his extensive reading, but he still attended Wharton Business School with the intention of learning more. However, he quickly became frustrated with the overly theoretical and mushy approach of his professors, feeling that he already knew more than they did. This experience reinforced his belief in self-education and the importance of a strong work ethic and access to information. One of the most influential figures in Buffett's life was Ben Graham, whose writings on investing provided a blueprint for Buffett's own approach. Graham was a unique individual who was open with his ideas and had a diverse range of interests beyond Wall Street. Despite his financial struggles, Graham's magnum opus, "Security Analysis," had a profound impact on Buffett and the investing world. Buffett's experience at Wharton and his discovery of Graham's work demonstrate the importance of practical knowledge, self-education, and a strong work ethic in achieving success.

    • The Importance of Perseverance and Independent Thinking in InvestingPerseverance and independent thinking are crucial in investing. Ben Graham influenced Warren Buffett, but Graham encouraged independent thought and didn't offer a definitive formula. Buffett's persistence led him to discover GEICO and invest, despite initial doubts and setbacks. Thinking for oneself is essential for success in the market.

      Perseverance and independent thinking are key to success in investing. Ben Graham, a renowned investor, influenced Warren Buffett greatly despite Buffett not making money for five years during their time together. Buffett was drawn to Graham's approach to investing and considered him his idol. However, Graham encouraged independent thought and didn't provide Buffett with a definitive formula. Buffett's persistence paid off when he discovered his interest in GEICO and invested heavily, despite initial doubts and setbacks. Despite his reverence for Graham, Buffett maintained his independent thinking and went against his heroes' advice to wait before entering the stock market. This experience reinforced the importance of thinking for oneself and not relying on others for a formula to success.

    • Learning from Warren Buffett: The Power of Knowledge and DeterminationWarren Buffett's success in investing came from his relentless pursuit of knowledge and determination to be the most knowledgeable person in his field. Strive to know more than anyone else about your craft.

      Warren Buffett's success in investing came from his relentless pursuit of knowledge and his refusal to rely on others to identify opportunities. Buffett's insistence on starting from scratch and becoming the most knowledgeable person in his field allowed him to identify undervalued stocks that others overlooked. This mindset was evident early in his career when he took a Dale Carnegie course to improve his public speaking skills and later taught a night class on investing at the University of Omaha. Buffett's admirable work ethic and determination to know more than anyone else about his craft set him apart from his peers and ultimately contributed to his success. As Bill Gurley, an investor, noted, "You should strive to know more than anyone else about your particular craft." Buffett's early partnerships were small and ran from his bedroom, but they marked the beginning of something more significant. Despite some initial skepticism from others, Buffett's dedication and expertise eventually attracted investors and laid the foundation for Berkshire Hathaway.

    • Warren Buffett's Confidence and Focus in YouthBuffett's self-belief, focus on investing, and unwillingness to disclose stocks set him apart at a young age, contributing to his success.

      Warren Buffett's self-belief and confidence in his investment abilities were key factors in his success at a young age. Despite having no significant accomplishments or wealth, Buffett was already confident that he would be rich and was troubled by the thought of leaving a fortune to his children without proper guidance. His intense focus on investing and unwillingness to disclose his stocks to avoid competition were unique traits that set him apart from other investors. Buffett's talent lay not in a broad range of skills but in his intensity and dedication to investment, which he believed set him apart from others in the field. His approach to investing, as evidenced in his shareholder letters, was a stark contrast to the more open and chatty approach of other investors. Buffett's confidence, focus, and intensity were crucial in his ability to raise capital and make successful investments, demonstrating that self-belief and a clear vision can be powerful drivers of success.

    • Buffett's Passionate Approach to Work and LifeBuffett's deep knowledge, unmatched dedication, and unique perspective led to his legendary success in business.

      Warren Buffett approached his work, or as he called it, his art, with an unmatched passion and dedication. He was possessive about his investments, always striving for excellence and leaving others to determine if he was working or playing. Buffett's ability to gather more information than others, as noted by David Ogilvy, was a key factor in his success. An encounter with David Strassler, a potential investor, showcased Buffett's deep knowledge of a company's balance sheet, leaving Strassler in awe. Buffett's friendship with Charlie Munger, a man of deep ethics and wisdom, further solidified his approach to life and business. In a crisis with American Express, Buffett saw an opportunity to make money, understanding that the panic was temporary. Buffett's unique perspective and dedication to his craft set him apart and contributed to his legendary success.

    • Warren Buffett's Independent Thinking During American Express CrisisBuffett's independent thinking and disdain for groupthink led him to buy American Express during the crisis, defying popular opinion and demonstrating the importance of independent decision-making.

      Warren Buffett's ability to think independently and make unconventional investment decisions was evident during the American Express crisis in the late 1990s. Despite the prevailing wisdom suggesting American Express was at risk of insolvency, Buffett observed continued usage of the card in everyday businesses and concluded that the company was not going down and its name was a great franchise. Buffett's focus on his own development and disdain for groupthink led him to buy a large stake in American Express, going against the crowd. This incident highlights Buffett's belief in the importance of independent thinking and his opposition to consensus decision-making, which he saw as producing sameness and lack of innovation. Buffett's investment success serves as a reminder to think for ourselves and not be swayed by popular opinion.

    • Lessons from Warren Buffett's admiration for committed businessmenWarren Buffett's success stemmed from his admiration for committed businessmen like Walt Disney and Charlie Munger. He learned the value of investing in great businesses at fair prices and the importance of secrecy. Buffett's respect for others' work ethic and attention to detail influenced his own approach and led to long-term relationships.

      Warren Buffett's success can be attributed to his relentless focus on his craft and his admiration for those who share the same level of commitment. Buffett was deeply influenced by Walt Disney's childlike enthusiasm for his work and bought 5% of Disney for $4,000,000. He also learned the importance of investing in great businesses at fair prices from Charlie Munger. Buffett's obsession with secrecy led him to hire Rosner, a successful businessman, who became a valuable asset to Berkshire Hathaway. Rosner, in turn, was impressed by Buffett's respect for his work and stayed on for 20 years. Buffett's admiration for Rosner and other successful businessmen was influenced by his grandfather and his own penny-pinching work ethic. Buffett's approach to business and investing can be applied to any discipline or profession, emphasizing the importance of attention to detail and commitment.

    • Long-term focus, careful analysis, and independent thinkingSuccessful investing requires a long-term perspective, careful analysis, and a willingness to think independently, focusing on a business's intrinsic value and understanding opportunity cost while being adaptable with capital allocation.

      Successful investing, as demonstrated by both Warren Buffett and John Maynard Keynes, requires a long-term perspective, careful analysis, and a willingness to think independently. Keynes, despite early losses in speculative markets, became a successful investor by focusing on long-term, selective investing. Buffett, who shares Keynes' skepticism of crowds and public opinion, emphasizes the importance of understanding the intrinsic value of a business and optimizing profit per dollar invested. Both investors prioritize understanding opportunity cost and being adaptable with capital allocation. Additionally, Buffett's success comes from his intense focus on financial statements and his commitment to giving managers autonomy while maintaining control over capital allocation.

    • Focusing on the work itself, not administrative tasks or projectionsSuccessful leaders like Buffett emphasized the importance of focusing on the core business, allowing for the acquisition of valuable assets at a discounted price. Letting your company be misunderstood and focusing on what seems like work to you can lead to significant opportunities.

      Successful business leaders like Warren Buffett, Henry Clay Frick, and Andrew Carnegie emphasized the importance of focusing on the work itself rather than the administrative aspects or projections. Buffett, for instance, encouraged his team to sell without creating sales reports, and he bought undervalued companies like the Washington Post despite public perception. This counterintuitive approach allowed him to acquire valuable assets at a fraction of their worth. Additionally, letting your company be misunderstood by outsiders and focusing on what seems like work to you, rather than what others think, can lead to significant opportunities. Reputation and the perspective of others play a crucial role in business success, but it's essential to maintain a clear understanding of your company's true value and potential.

    • Defying Wall Street consensusBuffett and Munger's success came from focusing on a business's individual merits, ignoring outside distractions, and challenging conventional wisdom

      Warren Buffett's investment strategies often went against the conventional wisdom of Wall Street. During a time when Buffett was buying the Washington Post and investing in advertising agencies, many sellers were motivated by fear and the belief that communication stocks were worthless. Buffett, however, saw the value in these businesses due to their lack of physical assets and the direct flow of profits to the owners. This went against the Wall Street consensus that these businesses were insignificant. Buffett's ability to ignore outside distractions and focus on the individual merits of a business was a key factor in his success. Charlie Munger, Buffett's closest advisor, shared this mindset and was known for his skepticism and focus on potential risks. Together, they formed a formidable team that helped Buffett navigate the complex world of investing.

    • Approaching investing as a lifetime punch cardBuffett and Munger's success stems from their commitment to old-school ethics, focus, and long-term perspective in investing, which can be applied to work ethic and principles in life.

      Warren Buffett and Charlie Munger's success in business and investing stems from their unwavering commitment to old-school ethics, focus on the task at hand, and a long-term perspective. Buffett's approach to investing, as described in this biography, can be summed up by the idea of approaching the stock market as a lifetime punch card - every investment is a hole punched, and when the card is full, one is done investing. This philosophy, along with their adherence to Benjamin Franklin's gentleman's code and belief in their own abilities, sets them apart from those who may view the market as a short-term opportunity or a dead end. The lessons from this book extend beyond investing, offering valuable insights into work ethic, focus, and the importance of staying true to one's principles.

    • Warren Buffett's Unique Perspective on Investing and LifeWarren Buffett values uncertainty, long-term perspective, and personal philosophy in investing. He inspires with his insightful shareholder letters and assembles a tribe of focused shareholders. Buffett admires individuals with strong work ethic and determination.

      Warren Buffett, despite his criticisms of pension fund managers and their herd instincts, values uncertainty and the long-term perspective when it comes to investing. He is known for his unique and insightful shareholder letters, which have become a source of inspiration and philosophy for many. Buffett's letters, full of sardonic observations and clear explanations, offer a fresh perspective on complex subjects and have resonated with readers for decades. Buffett also emphasizes the importance of having a personal philosophy towards one's craft, and his commitment to assembling a tribe of like-minded shareholders who focus on long-term value is a testament to his dedication to Berkshire Hathaway. Additionally, Buffett's admiration for individuals like Rose Blumkin, who embody a strong work ethic and determination, further highlights his unique approach to business and life.

    • The Power of Perseverance, Innovation, and Customer Focus in BusinessBuffett's acquisition of Nebraska Furniture Mart from Missus B, a tough and determined businesswoman, taught him valuable lessons about perseverance, innovation, and focusing on customers. Her unconventional methods, such as selling cheap and telling the truth, led to a successful business and a profitable investment for Buffett.

      Buffett's acquisition of the Nebraska Furniture Mart from "Missus B" was a significant turning point in his business career, as she embodied his ideal business qualities. Born in Russia and with limited formal education, she demonstrated toughness, determination, and common sense from a young age. Despite facing numerous challenges, she built a successful business by selling cheap and telling the truth, even if it meant going against brand name manufacturers and the law. Buffett, who admired her tenacity, made a large profit from the investment and learned valuable lessons from her unconventional business methods. In short, Missus B's story illustrates the power of perseverance, innovation, and a customer-focused approach to business. Buffett's flexible and opportunistic approach to business, as evidenced by his acquisition of the Nebraska Furniture Mart and his refusal to adhere to a strict schedule, also contributed to his success.

    • Focusing on what matters for successWarren Buffett's success comes from focusing on long-term business value, ignoring macroeconomic trends, and maintaining expertise. Learn from Buffett to improve investment performance.

      Warren Buffett's success can be attributed to his ability to focus on what's important, ignore the unimportant, and maintain a deep understanding of his areas of expertise. Buffett's approach to investing, as described in the text, involves ignoring macroeconomic trends, focusing on long-term business value, and investing in companies with strong management and a clear competitive advantage. Buffett's success can also be attributed to his independence and inner conviction, which has allowed him to create a dream job that allows him to work in a way that suits him best. The text also highlights the learnability of Buffett's investment style, with Charlie Munger noting that while not everyone can perform as well as Buffett, many can perform better than they otherwise might by learning from him. Overall, the text emphasizes the importance of understanding one's strengths and focusing on what truly matters in order to achieve success.

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    (2:00) My father was a self-made man who had known extreme poverty in his youth and had a practically limitless capacity for hard work.

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    Learning from history is a form of leverage. —Charlie Munger. Founders Notes gives you the super power to learn from history's greatest entrepreneurs on demand.

    Get access to the World’s Most Valuable Notebook for Founders

    You can search all my notes and highlights from every book I've ever read for the podcast. 

    You can also ask SAGE any question and SAGE will read all my notes, highlights, and every transcript from every episode for you.

     A few questions I've asked SAGE recently: 

    What are the most important leadership lessons from history's greatest entrepreneurs?

    Can you give me a summary of Warren Buffett's best ideas? (Substitute any founder covered on the podcast and you'll get a comprehensive and easy to read summary of their ideas) 

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    (23:00) The Invisible Billionaire: Daniel Ludwig by Jerry Shields. (Founders #292)

    (27:00) Being so well known has advantages of scale—what you might call an informational advantage.

    Psychologists use the term social proof. We are all influenced-subconsciously and, to some extent, consciously-by what we see others do and approve.

    Therefore, if everybody's buying something, we think it's better.

    We don't like to be the one guy who's out of step.

    The social proof phenomenon, which comes right out of psychology, gives huge advantages to scale.

    —  the NEW Poor Charlie's Almanack: The Wit and Wisdom of Charlie Munger (Founders #329)

    (29:00) Marketing is theatre.

    (32:00) Belief is irresistible. — Shoe Dog: A Memoir by the Creator of Nike by Phil Knight.  (Founders #186)

    (35:00) I think one of the things that really separates us from the high primates is that we’re tool builders. I read a study that measured the efficiency of locomotion for various species on the planet. The condor used the least energy to move a kilometer. And, humans came in with a rather unimpressive showing, about a third of the way down the list. It was not too proud a showing for the crown of creation. So, that didn’t look so good. But, then somebody at Scientific American had the insight to test the efficiency of locomotion for a man on a bicycle. And, a man on a bicycle, a human on a bicycle, blew the condor away, completely off the top of the charts.

    And that’s what a computer is to me. What a computer is to me is it’s the most remarkable tool that we’ve ever come up with, it’s the equivalent of a bicycle for our minds.

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    #349 How Steve Jobs Kept Things Simple

    #349 How Steve Jobs Kept Things Simple

    What I learned from reading Insanely Simple: The Obsession That Drives Apple's Success by Ken Segall. 

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    (1:30) Steve wanted Apple to make a product that was simply amazing and amazingly simple.

    (3:00) If you don’t zero in on your bureaucracy every so often, you will naturally build in layers. You never set out to add bureaucracy. You just get it. Period. Without even knowing it. So you always have to be looking to eliminate it.  — Sam Walton: Made In America by Sam Walton. (Founders #234)

    (5:00) Steve was always easy to understand. He would either approve a demo, or he would request to see something different next time. Whenever Steve reviewed a demo, he would say, often with highly detailed specificity, what he wanted to happen next.  — Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs by Ken Kocienda. (Founders #281)

    (7:00) Watch this video. Andy Miller tells GREAT Steve Jobs stories

    (10:00) Many are familiar with the re-emergence of Apple. They may not be as familiar with the fact that it has few, if any parallels.
    When did a founder ever return to the company from which he had been rudely rejected to engineer a turnaround as complete and spectacular as Apple's? While turnarounds are difficult in any circumstances they are doubly difficult in a technology company. It is not too much of a stretch to say that Steve founded Apple not once but twice. And the second time he was alone. 

    —  Return to the Little Kingdom: Steve Jobs and the Creation of Appleby Michael Moritz.

    (15:00) If the ultimate decision maker is involved every step of the way the quality of the work increases.

    (20:00) "You asked the question, What was your process like?' I kind of laugh because process is an organized way of doing things. I have to remind you, during the 'Walt Period' of designing Disneyland, we didn't have processes. We just did the work. Processes came later. All of these things had never been done before. Walt had gathered up all these people who had never designed a theme park, a Disneyland. So we're in the same boat at one time, and we figure out what to do and how to do it on the fly as we go along with it and not even discuss plans, timing, or anything. We just worked and Walt just walked around and had suggestions." — Disney's Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow. (Founders #347)

    (23:00) The further you get away from 1 the more complexity you invite in.

    (25:00) Your goal: A single idea expressed clearly.

    (26:00) Jony Ive: Steve was the most focused person I’ve met in my life

    (28:00) Editing your thinking is an act of service.

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    Michael Jordan In His Own Words

    Michael Jordan In His Own Words

    What I learned from reading Driven From Within by Michael Jordan and Mark Vancil. 

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    Episode Outline: 

    Players who practice hard when no one is paying attention play well when everyone is watching.

    It's hard, but it's fair. I live by those words. 

    To this day, I don't enjoy working. I enjoy playing, and figuring out how to connect playing with business. To me, that's my niche. People talk about my work ethic as a player, but they don't understand. What appeared to be hard work to others was simply playing for me.

    You have to be uncompromised in your level of commitment to whatever you are doing, or it can disappear as fast as it appeared. 

    Look around, just about any person or entity achieving at a high level has the same focus. The morning after Tiger Woods rallied to beat Phil Mickelson at the Ford Championship in 2005, he was in the gym by 6:30 to work out. No lights. No cameras. No glitz or glamour. Uncompromised. 

    I knew going against the grain was just part of the process.

    The mind will play tricks on you. The mind was telling you that you couldn't go any further. The mind was telling you how much it hurt. The mind was telling you these things to keep you from reaching your goal. But you have to see past that, turn it all off if you are going to get where you want to be.

    I would wake up in the morning thinking: How am I going to attack today?

    I’m not so dominant that I can’t listen to creative ideas coming from other people. Successful people listen. Those who don’t listen, don’t survive long.

    In all honesty, I don't know what's ahead. If you ask me what I'm going to do in five years, I can't tell you. This moment? Now that's a different story. I know what I'm doing moment to moment, but I have no idea what's ahead. I'm so connected to this moment that I don't make assumptions about what might come next, because I don't want to lose touch with the present. Once you make assumptions about something that might happen, or might not happen, you start limiting the potential outcomes. 

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    Founders
    en-usMay 12, 2024

    #348 The Financial Genius Behind A Century of Wall Street Scandals: Ivar Kreuger

    #348 The Financial Genius Behind A Century of Wall Street Scandals: Ivar Kreuger

    What I learned from reading The Match King: Ivar Kreuger, The Financial Genius Behind a Century of Wall Street Scandals by Frank Partnoy. 

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    1. Ivar was charismatic. His charisma was not natural. Ivar spent hours every day just preparing to talk. He practiced his lines for hours like great actors do.

    2. Ivar’s first pitch was simple, easy to understand, and legitimate: By investing in Swedish Match, Americans could earn profits from a monopoly abroad.

    3. Joseph Duveen noticed that Europe had plenty of art and America had plenty of money, and his entire astonishing career was the product of that simple observation. — The Days of Duveen by S.N. Behrman.  (Founders #339 Joseph Duveen: Robber Baron Art Dealer)

    4. Ivar studied Rockefeller and Carnegie: Ivar's plan was to limit competition and increase profits by securing a monopoly on match sales throughout the world, mimicking the nineteenth century oil, sugar, and steel trusts.

    5. When investors were manic, they would purchase just about anything. But during the panic that inevitably followed mania, the opposite was true. No one would buy.

    6. The problem isn’t getting rich. The problem is staying sane. — Charlie Munger

    7. Ivar understood human psychology. If something is limited and hard to get to that increases desire. This works for both products (like a Ferrari) and people (celebrities). Ivar was becoming a business celebrity.

    8.  I’ve never believed in risking what my family and friends have and need in order to pursue what they don't have and don't need. — The Essays of Warren Buffett by Warren Buffett and Lawrence Cunningham. (Founders #227)

    9. Great ideas are simple ideas: Ivar hooked Durant with his simple, brilliant idea: government loans in exchange for match monopolies.

    10. Ivar wrote to his parents, "I cannot believe that I am intended to spend my life making money for second-rate people. I shall bring American methods back home. Wait and see - I shall do great things. I'm bursting with ideas. I am only wondering which to carry out first."

    11. Ivar’s network of companies was far too complex for anyone to understand: It was like a corporate family tree from hell, and it extended into obscurity.

    12. “Victory in our industry is spelled survival.”   —Steve Jobs

    13. Ivar's financial statements were sloppy and incomplete. Yet investors nevertheless clamored to buy his securities.

    14. As more cash flowed in the questions went away. This is why Ponzi like schemes can last so long. People don’t want to believe. They don’t want the cash to stop.

    15. A Man for All Markets: From Las Vegas to Wall Street, How I Beat the Dealer and the Market by Ed Thorp. (Founders #222)

    16.  A summary of Charlie Munger on incentives:

    1. We all underestimate the power of incentives.
    2. Never, ever think about anything else before the power of incentives.
    3. The most important rule: get the incentives right.

    17. This is nuts! Fake phones and hired actors!

    Next to the desk was a table with three telephones. The middle phone was a dummy, a non-working phone that Ivar could cause to ring by stepping on a button under the desk. That button was a way to speed the exit of talkative visitors who were staying too long. Ivar also used the middle phone to impress his supporters. When Percy Rockefeller visited Ivar pretended to receive calls from various European government officials, including Mussolini and Stalin. That evening, Ivar threw a lavish party and introduced Rockefeller to numerous "ambassadors" from various countries, who actually were movie extras he had hired for the night.

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    #347 How Walt Disney Built His Greatest Creation: Disneyland

    #347 How Walt Disney Built His Greatest Creation: Disneyland

    What I learned from reading Disney's Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow. 

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    (8:00) When in 1955 we heard that Disney had opened an amusement park under his own name, it appeared certain that we could not look forward to anything new from Mr. Disney.

    We were quite wrong.

    He had, instead, created his masterpiece.

    (13:00) This may be the greatest product launch of all time: He had run eight months of his television program. He hadn't named his new show Walt Disney Presents or The Wonderful World of Walt Disney.

    It was called simply Disneyland, and every weekly episode was an advertisement for the still unborn park.

    (15:00) Disneyland is the extension of the powerful personality of one man.

    (15:00) The creation of Disneyland was Walt Disney’s personal taste in physical form.

    (24:00) How strange that the boss would just drop it. Walt doesn’t give up. So he must have something else in mind.

    (26:00) Their mediocrity is my opportunity. It is an opportunity because there is so much room for improvement.

    (36:00) Roy Disney never lost his calm understanding that the company's prosperity rested not on the rock of conventional business practices, but on the churning, extravagant, perfectionist imagination of his younger brother.

    (41:00) Walt Disney’s decision to not relinquish his TV rights to United Artists was made in 1936. This decision paid dividends 20 years later. Hold on. Technology -- developed by other people -- constantly benefited Disney's business. Many such cases in the history of entrepreneurship.

    (43:00) Walt Disney did not look around. He looked in. He looked in to his personal taste and built a business that was authentic to himself.

    (54:00) "You asked the question, What was your process like?' I kind of laugh because process is an organized way of doing things. I have to remind you, during the 'Walt Period' of designing Disneyland, we didn't have processes.

    We just did the work. Processes came later. All of these things had never been done before.

    Walt had gathered up all these people who had never designed a theme park, a Disneyland.

    So we're in the same boat at one time, and we figure out what to do and how to do it on the fly as we go along with it and not even discuss plans, timing, or anything.

    We just worked and Walt just walked around and had suggestions."

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    #346 How Walt Disney Built Himself

    #346 How Walt Disney Built Himself

    What I learned from rereading Walt Disney: The Triumph of the American Imagination by Neal Gabler. 

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    (2:00) Disney’s key traits were raw ingenuity combined with sadistic determination.

    (3:00) I had spent a lifetime with a frustrated, and often unemployed man, who hated anybody who was successful. 

    Francis Ford Coppola: A Filmmaker's Life by Michael Schumacher. (Founders #242)

    (6:00) Disney put excelence before any other consideration.

    (11:00) Maybe the most important thing anyone ever said to him: You’re crazy to be a professor she told Ted. What you really want to do is draw. Ted’s notebooks were always filled with these fabulous animals. So I set to work diverting him. Here was a man who could draw such pictures. He should earn a living doing that. 

    Becoming Dr. Seuss: Theodor Geisel and the Making of an American Imagination by Brian Jay Jones. (Founders #161)

    (14:00) A quote about Edwin Land that would apply to Walt Disney too:

    Land had learned early on that total engrossment was the best way for him to work. He strongly believed that this kind of concentrated focus could also produce extraordinary results for others. Late in his career, Land recalled that his “whole life has been spent trying to teach people that intense concentration for hour after hour can bring out in people resources they didn’t know they had.”  A Triumph of Genius: Edwin Land, Polaroid, and the Kodak Patent War by Ronald Fierstein. (Founders #134)

    (15:00) My parents objected strenuously, but I finally talked them into letting me join up as a Red Cross ambulance driver. I had to lie about my age, of course. 

    In my company was another fellow who had lied about his age to get in. He was regarded as a strange duck, because whenever we had time off and went out on the town to chase girls, he stayed in camp drawing pictures.

    His name was Walt Disney.

    Grinding It Out: The Making of McDonald's by Ray Kroc. (Founders #293)

    (20:00) Walt Disney had big dreams. He had outsized aspirations.

    (22:00) A quote from Edwin Land that would apply to Walt Disney too: My motto is very personal and may not fit anyone else or any other company. It is: Don't do anything that someone else can do.

    (24:00) Walt Disney seldom dabbled. Everyone who knew him remarked on his intensity; when something intrigued him, he focused himself entirely as if it were the only thing that mattered.

    (29:00) He had the drive and ambition of 10 million men.

    (29:00) I'm going to sit tight. I have the greatest opportunity I've ever had, and I'm in it for everything.

    (31:00) He seemed confident beyond any logical reason for him to be so. It appeared that nothing discouraged him.

    (31:00) You have to take the hard knocks with the good breaks in life.

    (32:00) Nothing wrong with my aim, just gotta change the target. — Jay Z

    (35:00) He sincerely wanted to be counted among the best in his craft.

    (43:00) He didn't want to just be another animation producer. He wanted to be the king of animation. Disney believed that quality was his only real advantage.

    (47:00) Walt Disney wanted domination. Domination that would make his position unassailable.

    (49:00) Disney was always trying to make something he could be proud of.

    (50:00) We have a habit of divine discontent with our performance. It is an antidote to smugness.

    Eternal Pursuit of Unhappiness: Being Very Good Is No Good,You Have to Be Very, Very, Very, Very, Very Good by David Ogilvy and Ogivly & Mather.  (Founders #343)

    (53:00) While it is easy, of course, for me to celebrate my doggedness now and say that it is all you need to succeed, the truth is that it demoralized me terribly. I would crawl into the house every night covered in dust after a long day, exhausted and depressed because that day's cyclone had not worked. There were times when I thought it would never work, that I would keep on making cyclone after cyclone, never going forwards, never going backwards, until I died.

    Against the Odds: An Autobiography by James Dyson (Founders #300)

    (56:00) He doesn't place a premium on collecting friends or socializing: "I don't believe in 50 friends. I believe in a smaller number. Nor do I care about society events. It's the most senseless use of time. When I do go out, from time to time, it's just to convince myself again that I'm not missing a lot."

    The Red Bull Story by Wolfgang Fürweger (Founders #333)

    (1:02:00) Steve was at the center of all the circles.

    He made all the important product decisions.

    From my standpoint, as an individual programmer, demoing to Steve was like visiting the Oracle of Delphi.

    The demo was my question. Steve's response was the answer.

    While the pronouncements from the Greek Oracle often came in the form of confusing riddles, that wasn't true with Steve.

    He was always easy to understand.

    He would either approve a demo, or he would request to see something different next time.

    Whenever Steve reviewed a demo, he would say, often with highly detailed specificity, what he wanted to happen next.

    He was always trying to ensure the products were as intuitive and straightforward as possible, and he was willing to invest his own time, effort, and influence to see that they were.

    Through looking at demos, asking for specific changes, then reviewing the changed work again later on and giving a final approval before we could ship, Steve could make a product turn out like he wanted.

    Much like the Greek Oracle, Steve foretold the future.

    Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs by Ken Kocienda. (Founders #281)

    (1:07:00) He griped that when he hired veteran animators he had to “put up with their Goddamn poor working habits from doing cheap pictures.” He believed it was easier to start from scratch with young art students and indoctrinate them in the Disney system.

    (1:15:00) I don’t want to be relagated to the cartoon medium. We have worlds to conquer here.

    (1:17:00) Advice Henry Ford gave Walt Disney about selling his company: If you sell any of it you should sell all of it.

    (1:23:00) He kept a slogan pasted inside of his hat: You can’t top pigs with pigs. (A reminder that we have to keep blazing new trails.)

    (1:25:00) Disney’s Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow.

    (1:33:00) It is the detail. If we lose the detail, we lose it all.

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    #178 Jony Ive: The Genius Behind Apple's Greatest Products

    #178 Jony Ive: The Genius Behind Apple's Greatest Products

    What I learned from reading Jony Ive: The Genius Behind Apple's Greatest Productsby Leander Kahney.

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    [4:43] Mike Ive influence on his son’s talent was purely nurturing. They were constantly keeping up a conversation about made-objects and hw they could be made better.

    [6:39] I came to realize that what was really important was the care that was put into it. What I really despise is when I sense some carelessness in a product.

    [9:24] Take big chances. Pursue a passion. Respect the work.

    [11:47] His designs were incredibly simple and elegant. They were usually rather surprising but made complete sense once you saw them. You wondered why we had never seen such a product like that before.

    [15:52] Grind it out. You can make something look like magic by going further than most reasonable people would go.

    [17:34] The more I learned about this cheeky, almost rebellious company (Apple) the more it appealed to me, as it unapologetically pointed to an alternative in a complacent and creatively bankrupt industry. Apple stood for something and had a reason for being that wasn’t just about making money.

    [24:06] He was completely interested in humanizing technology. What something should be was always the starting point for his designs.

    [33:29] Jony was very serious about his work. He had a ferocious intensity about it.

    [41:52] It is very easy to be different, but very difficult to be better.

    [51:38] Jobs didn't want to compete in the broader market for personal computers. These companies competed on price, not features or ease of use. Jobs figured theirs was a race to the bottom. Instead, he argued, there was no reason that well-designed, well-made computers couldn’t command the same market share ad margins as a luxury automobile. A BMW might get you to where you are going in the same way a Chevy that costs half the price, but there will always be those who will pay for the better ride in the sexier car. Why not make only first class-products with high margins so that Apple could continue to develop even better first-class products?

    [1:19:25] A great prompt for your thinking: What is your product better than? Are you just making a cheap laptop? Or are you making an iPad? Netbooks accounted for 20% of the laptop market. But Apple never seriously considered making one. “Netbooks aren’t better than anything,” Steve Jobs said at the time. “They’re just cheap laptops.” Jony proposed that the tablets in his lab could be Apple’s answer to the netbook.

    [1:20:32] It’s great if you can find what you love to do. Finding it is one thing but then to be able to practice that and be preoccupied with it is another.

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    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — Gareth

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    #102 Akio Morita (Sony)

    #102 Akio Morita (Sony)

    What I learned from reading Made in Japan: Akio Morita and Sony by Akio Morita. 

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    [0:01] Forty years ago, a small group gathered in a burned-out department store building in war-devastated downtown Tokyo. Their purpose was to found a new company, their optimistic goal was to develop the technologies that would help rebuild Japan's economy.

    [5:00] I was born the first son and fifteenth-generation heir to one of Japan's finest and oldest sake-brewing families. The Morita family has been making sale for three hundred years. Unfortunately, the taste of a couple of generations of Morita family heads was so refined and their collecting skills so acute that the business suffered while they pursued their artistic interests, letting the business take care of itself, or, rather, putting it in other hands. They relied on hired managers to run the Morita company, but to these managers the business was no more than a livelihood, and if the business did not do well, that was to be regretted, but it was not crucial to their personal survival. In the end, all the managers stood to lose was a job. They did not carry the responsibility of the generations, of maintaining the continuity and prosperity of the enterprise and the financial well-being of the Morita family. 

    [8:18] Tenacity, perseverance, and optimism are traits that have been handed down to me through the family genes.

    [9:25] I was taught that scolding subordinates and looking for people to blame for problems—seeking scapegoats—is useless. These concepts have stayed with me and helped me develop the philosophy of management that served me very well.

    [10:28] I had to teach myself because the subjects I was really interested in were not taught in my school in those days.

    [14:09] The emperor, who until now had never before spoken directly to his people, told us the immediate future would be grim. He said that we could “pave the way for a grand peace for all generations to come," but we had to do it "by enduring the unendurable and suffering what is insufferable."

    [23:58] When some of my relatives came to see me, they were so shocked by the shabby conditions that they thought I had become an anarchist. They could not understand how, if I was not a radical, I could choose to work in a place like that.

    [24:28] Ibuka and I had often spoken of the concept of our new company as an innovator, a clever company that would make new high technology products in ingenious ways.

    [29:36] We were engineers and we had a big dream of success. We thought that in making a unique product, we would surely make a fortune. I then realized that having unique technology and being able to make unique products are not enough to keep a business going. You have to sell the products, and to do that you have to show the potential buyer the real value of what you are selling. 

    [32:20] There was an acute shortage of stenographers because so many people had been pushed out of school and into war work. Until that shortage could be corrected, the courts of Japan were trying to cope with a small, overworked corps of court stenographers. We were able to demonstrate our machine for the Japan Supreme Court, and we sold twenty machines almost instantly! Those people had no difficulty realizing how they could put our device to practical use; they saw the value in the tape recorder immediately.

    [38:03] Marketing is really a form of communication. We had to educate our customers to the uses of our products.

    [39:15] We would often have the market to ourselves for a year or more before the other companies would be convinced that the product would be a success. And we made a lot of money, having the market all to ourselves.

    [40:20] The public does not know what is possible, but we do. So instead of doing a lot of market research, we refine our thinking on a product and its use and try to create a market for it by educating and communicating with the public.

    [42:33] Everybody gave me a hard time. It seemed as though nobody liked the idea [the Walkman]. “It sounds like a good idea, but will people buy it if it doesn't have recording capability? I don't think so." I said, “Millions of people have bought car stereo without recording capability and I think millions will buy this machine.

    [46:38] "We definitely want some of these. We will take one hundred thousand units." One hundred thousand units! I was stunned. It was an incredible order, worth several times the total capital of our company. When he told me that there was one condition: we would have to put the Bulova name on the radios. That stopped me. We wanted to make a name for our company on the strength of our own products. We would not produce radios under another name. When I would not budge, he got short with me. "Our company name is a famous brand name that has taken over fifty years to establish," he said. "Nobody has ever heard of your brand name. Why not take advantage of ours?" I understood what he was saying, but I had my own view. “Fifty years ago," I said, “your brand name must have been just as unknown as our name is today. I am here with a new product, and I am now taking the first step for the next fifty years of my company. Fifty years from now I promise you that our name will be just as famous as your company name is, today."

    [49:04] When I attended middle school, discipline was very strict, and this included our physical as well as our mental training. Our classrooms were very cold in winter; we didn't even have a heater; and we were not allowed to wear extra clothes. In the navy,I had hard training. In boot camp every morning we had to run a long way before breakfast. In those days I did not think of myself as a physically strong person, and yet under such strict training I found I was not so weak after all, and the knowledge of my own ability gave me confidence in myself that I did not have before. It is the same with mental discipline; unless you are forced to use your mind, you become mentally lazy and you will never fulfill your potential.

    [52:06] Norio Ohga, who had been a vocal arts student at the Tokyo University of Arts when he saw our first audio tape recorder back in 1950. He was a great champion of the tape recorder, but he was severe with us because he didn't think our early machine was good enough.He was right, of course; our first machine was rather primitive. We invited him to be a paid critic even while he was still in school. His ideas were very challenging. He said then, "A ballet dancer needs a mirror to perfect her style, her technique."

    [54:21] Nobody can live twice, and the next twenty or thirty years is the brightest period of your life. You only get it once. When you leave the company thirty years from now or when your life is finished, I do not want you to regret that you spent all those years here. That would be a tragedy. I cannot stress the point too much that this is your responsibility to yourself. So I say to you, the most important thing in the next few months is for you to decide whether you will be happy or unhappy here.

    [59:40] My argument again and again was that by saving money instead of investing it in the business you might gain profit on a short-term basis, but in actual fact, you would be cashing in the assets that had been built up in the past.

    [1:00:00] One must prepare the groundwork among the customers before you can expect success in the marketplace. It is a time-honored Japanese gardening technique to prepare a tree for transplanting by slowly and carefully binding the roots over a period of time, bit by bit, to prepare the tree for the shock of the change it is about to experience. This process, called Nemawashi, takes time and patience, but it rewards you, if it is done properly, with a healthy transplanted tree. Advertising and promotion for a brand-new, innovative product is just as important.

    [1:01:19] If Japanese clients come into the office of a new and struggling company and see plush carpet and private offices and too much comfort, they become suspicious that this company is not serious, that it is devoting too much thought and company resources to management's comfort, and perhaps not enough to the product or to potential customers. Too often I have found in dealing with foreign companies that such superfluous things as the physical structure and office decor take up a lot more time and attention and money than they are worth.

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    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — Gareth

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    #90 Charlie Munger (Poor Charlie's Almanack)

    #90 Charlie Munger (Poor Charlie's Almanack)

    What I learned from reading Poor Charlie's Almanack: The Wit and Wisdom of Charles T. Munger.

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    Cicero, learned man that he was, believed in self-improvement so long as breath lasts.

    In business we often find that the winning system goes almost ridiculously far in maximizing and/or minimizing one or a few variables-like the discount warehouses of Costco.

    "Invert, always invert." It is in the nature of things, as Jacobi knew, that many hard problems are best solved only when they are addressed backward.

    It's quite interesting to think about Wal-Mart starting from a single store in Arkansas-against Sears with its name, reputation and all of its billions. How does a guy in Bentonville, Arkansas, with no money, blow right by Sears? And he does it in his own lifetime-in fact, during his own late lifetime because he was already pretty old by the time he started out with one little store. He played the chain store game harder and better than else. Walton anyone invented practically nothing. But he copied everything anybody else ever did that was smart. So he blew right by them all.

    Charlie's redundancy in expressions and examples is purposeful: for the kind of deep "fluency" he advocates, he knows that repetition is the heart of instruction.

    He enjoyed challenging the conventional wisdom of teachers and fellow students with his ever-increasing knowledge gained through voracious reading, particularly biographies.

    He never forgot the sound principles taught by his grandfather: to concentrate on the task immediately in front of him and to control spending.

    I would say everything about Charlie is unusual. I've been looking for the usual now for forty years, and I have yet to find it. Charlie marches to his own music, and it's music like virtually no one else is listening to. So, I would say that to try and typecast Charlie in terms of any other human that I can think of, no one would fit. He's got his own mold.

    Charlie Munger has spent a professional lifetime studying lives that have worked well and others that have glitches or have experienced failures.

    Despite his healthy self-image, Charlie would prefer to be anonymous.

    I am a biography nut myself. And I think when you're trying to teach the great concepts that work, it helps to tie them into the lives and personalities of the people who developed them. I think you learn economics better if you make Adam Smith your friend. That sounds funny, making friends among 'the eminent dead,' but if you go through life making friends with the eminent dead who had the right ideas, I think it will work better for you in life and work better in education. It's way better than just giving the basic concepts.

    His underlying philosophical view was one of deep and realistic cynicism about human nature, including a distaste for pure mob rule and demagogues.

    Find out what you're best at and keep pounding away at it. This has always been Charlie's basic approach to life.

    Take a simple idea and take it seriously.

    Charlie likes the analogy of looking at one's ideas and approaches as "tools." “When a better tool (idea or approach) comes along, what could be better than to swap it for your old, less useful tool?Warren and I routinely do this, but most people, cling to their old, less useful tools."

    Henry Singleton has the best operating and capital deployment record in American business...if one took the 100 top business school graduates and made a composite of their triumphs, their record would not be as good as Singleton's.

    You have to figure out what your own aptitudes are. If you play games where other people have the aptitudes and you don't, you're going to lose. And that's as close to certain as any prediction that you can make. You have to figure out where you've got an edge. And you've got to play within your own circle of competence.

    The other aspect of avoiding vicarious wisdom is the rule for not learning from the best work done before yours. . .There once was a man who assiduously mastered the work of his best predecessors, despite a poor start and very tough time. Eventually, his own work attracted wide attention, and he said of his work: “If I have seen a little farther than other men, it is because I stood on the shoulders of giants."

    In my whole life, I have known no wise people who didn't read all the time-none, zero. You'd be amazed at how much Warren reads-and at how much I read.

    There is no better teacher than history in determining the future. There are answers worth billions of dollars in a $30 history book.

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    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — Gareth

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    #132 Edwin Land (Steve Jobs's Hero)

    #132 Edwin Land (Steve Jobs's Hero)

    What I learned from reading The Instant Image: Edwin Land and the Polaroid Experience by Mark Olshaker. 

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    [1:42] The word “problem” had completely departed from Edwin land's vocabulary to be replaced by the word “opportunity”. 

    [2:01] What was it about this man and his company that allowed such confidence and seeming lack of concern with the traditional top priorities of American business? 

    [2:38] There is something unique about Polaroid having to do both with the human dimension of the company, and with a unity of vision of its founder and guiding genius.  

    [3:36] Perhaps the single most important aspect of Land's character is his ability to regard things around him in a new and totally different way.  

    [4:14] Right from the beginning of his career Land had paid scant attention to what experts had to say, trusting his own instincts instead.  

    [4:49] Land has always believed that for any item sufficiently ingenious and intriguing, a new market could be created. Conventional wisdom has little capacity with which to evaluate a market that did not exist prior to the product that defines it. 

    [5:21] He feels that creativity is an individual thing. Not generally applicable to group generation. 

    [5:52] Land is a man deeply caught up in the creative potential of the individual. 

    [6:33] An institution is the lengthened shadow of one man. 

    [7:43] Apple founder Steve Jobs once hailed Edwin Land, the founder of Polaroid and the father of instant photography, as "a national treasure" and once confessed to a reporter that meeting Land was "like visiting a shrine." By his own admission, Jobs modeled much of his own career after Land’s. Both Jobs and Land stand out today as unique and towering figures in the history of technology. Neither had a college degree, but both built highly successful and innovative organizations. Jobs and Land were both perfectionists with an almost fanatic attentiveness to detail, in addition to being consummate showmen and instinctive marketers. In many ways, Edwin Land was the original Steve Jobs.  

    [8:36] There's a rule that they don't teach you at the Harvard business school. It is, if anything is worth doing it's worth doing to excess

    [11:22] Steve Jobs: I always thought of myself as a humanities person as a kid, but I liked electronics. Then I read something that one of my heroes, Edwin Land of Polaroid, said about the importance of people who could stand at the intersection of humanities and sciences. And I decided that's what I wanted to do.  

    [12:51] In a world full of cooks, Edwin Land was a chef. [Link to The Cook and The Chef: Elon Musk’s Secret Sauce]  

    [19:34] Land was asked what he wanted to be when he was younger: I had two goals. To be the world's greatest scientist and to be the world's greatest novelist. 

    [21:28] Everyone acknowledged that the future of Polaroid corporation would be determined by what went on in the brain of Edwin Land. 

    [22:01] My motto is very personal and may not fit anyone else or any other company. It is: Don't do anything that someone else can do.  

    [22:54] Fortunately our company has been one which has been dedicated throughout its life to making only things which others can not make.  

    [25:06] Land had far more faith in his own potential, and that of the company he inspired, than did any of the experts looking in from the outside.  

    [27:30] Polaroid failed to build a successful company by selling to other businesses: Each [product] would have involved millions of dollars in revenue for the company, but each invention involved a certain degree of transformation of an existing industry controlled by an existing power structure. From this Land realizes he needs to control the relationship with the customer. He realizes he needs to sell directly to the end user

    [36:16] Edwin Land is inspired by, and learned from, people that came before him. One example of this is Alexander Graham Bell. Edwin Land is not worried about the marketing [of a new product] because Bell went through the same thing: Land apparently lost little sleep over the initial situation, calling to mind that the same sort of reaction had greeted the public introduction of Bell's telephone, 70 years earlier. The telephone had been a dominant symbol in Land's thinking. He began making numerous connections between his camera and the telephone.  

    [40:16] Over the years, I have learned that every significant invention has several characteristics. By definition it must be startling, unexpected, and must come into a world that is not prepared for it. If the world were prepared for it, it would not be much of an invention.  

    [40:46] It is the public's role to resist [a new invention, a new product/service]. 

    [41:29] It took us a lifetime to understand that if we're to make a new commodity —a commodity of beauty —then we must be prepared for the extensive teaching program needed to prepare society for the magnitude of our invention

    [45:12] Only the individual— and not the large group— can see a part of the world in a totally new and different way.  

    [48:08] Land's view is that a company should be scientifically daring and financially conservative. 

    [50:30] To understand more about every aspect of light, Edwin Land read every single book on light that was available in the New York City Public Library. That reminded me of one of my favorite lectures ever: Running Down A Dream: How to Succeed and Thrive in a Career You Love

    [51:59] Land on the problem with formal education: Young people for the most part —unless they are geniuses— after a very short time in college, give up any hope of being individually great. 

    [54:16] Among all the components and Land's intellectual arsenal, the chief one seems to be simple concentration.  

    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested, so my poor wallet suffers.”— Gareth

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    #254 John D. Rockefeller: The Founding Father of the Rockefellers

    #254 John D. Rockefeller: The Founding Father of the Rockefellers

    What I learned from reading John D: The Founding Father of the Rockefellers by David Freeman Hawke.

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    [0:07] He transmitted messages in code and secrecy covered all of his operations.

    [0:39]  Rockefeller compared himself to Napoleon.

    [2:20] He could think quicker and along more individual and original lines than any of them.

    [2:35] It is always hard to successfully control what you don't understand.

    [3:32] Titan: The Life of John D. Rockefeller by Ron Chernow. (Founders #248)

    [7:27] By the time I was a man — long before it —I had learned the underlying principles of business and the rules of business as well as many men acquire them by the time they are 40. I needed no one to advise me about the nature of transactions with which I had been carrying on since childhood.

    [8:59] Random Reminiscences of Men and Events by John D. Rockefeller. (Founders #148)

    [10:55] You should try to expose yourself to experiences that are slightly ahead of your skillset or understanding and you should do so constantly.

    [13:48] A veteran of long-distance provider MCI, Price came to Amazon in 1999. He blundered early by suggesting in a meeting that Amazon executives who traveled frequently should be permitted to fly business-class. Bezos often said he wanted his colleagues to speak their minds, but at times it seemed he did not appreciate being personally challenged. “You would have thought I was trying to stop the Earth from tilting on its axis,” Price says, recalling that moment with horror years later. “Jeff slammed his hand on the table and said, ‘That is not how an owner thinks! That’s the dumbest idea I’ve ever heard.’ — The Everything Store: Jeff Bezos and the Age of Amazon by Brad Stone (Founders #179)

    [18:42] He saw that posted rates, supposedly fixed, could also be negotiated. All was not as it seemed on the outside.

    [20:45] He was the greatest borrower I ever saw.

    [22:12] What if the president of a bank refused to make me a loan? That was nothing. That made no difference to me; simply meant that I must look elsewhere until I got what I wanted.

    [26:07] Hard Drive: Bill Gates and the Making of the Microsoft Empire by James Wallace and Jim Erickson (Founders #140)

    [26:41] Lost from view is the Rockefeller that Cleveland knew in the 1860s— a vigorous, alert gentleman with a quiet, but extraordinary personality.

    [29:10] Small egos do not build giant companies.

    [30:23] When Money Was In Fashion: Henry Goldman, Goldman Sachs, and the Founding of Wall Street by June Breton Fisher. (Founders #255)

    [33:10] The customer-experience path we've chosen requires us to have an efficient cost structure. The good news for shareowners is that we see much opportunity for improvement in that regard. Everywhere we look we find what experienced Japanese manufacturers would call muda, or waste.* I find this incredibly energizing. I see it as potential-years and years of variable and fixed productivity gains and more efficient, higher velocity, more flexible capital expenditures. — Invent and Wander: The Collected Writings of Jeff Bezos (Founders #155)

    [34:54] Other refiners groused about these restrictions, but in general they accepted them as facts to live with. Rockefeller refused to do so.

    [38:55] Last Train to Paradise: Henry Flagler and the Spectacular Rise and Fall of the Railroad that Crossed an Ocean by Les Standiford. (Founders #247)

    [40:15] You don’t want turnover on your core product team. Knowledge compounds. Don’t interrupt the compounding. — Softwar: An Intimate Portrait of Larry Ellison and Oracle by Matthew Symonds (Founders #124)

    [47:47] 1. You raise money so you can increase production. 2. Use your increased production to get better rates on transportation than other refiners. 3. Use your increased profits —because you have better transportation —to buy your competitors. 4. You continue to find secret sources of income.

    [55:23] Most simply doubted that Rockefeller's plan would work. John, it cannot be done, they said.

    [56:13] It was ruthless efficiency and hyper competence.

    [1:00:07] Rockefeller loves secret allies.

    [1:00:31] The secret ownership of other companies was so well preserved that often a refiner enraged by Standard’s ruthless tactics would refuse its offer to buy him out and sell instead to a local competitor—unaware that he had in fact sold out to Standard.

    [1:02:01] He believed that Standard Oil stock is the most valuable thing in the world to own and always bought more of it.

    [1:05:57] Check out how Rockefeller turns an expense into a profit center: Standard purchased a half interest in Chess, Carley & Company, the largest distributor of refined oil to the South and Southwest. Together they purchased a number of the newly introduced bulk tank cars. Chess-Carley shipped turpentine from southern pine forests to Cleveland, where the cars were emptied and the turpentine was sold in the local market. The tank cars were then filled with kerosene and sent back to Louisville for distribution. In a single swoop the huge expense of shipment by barrels had been eliminated.

    [1:09:22] He proceeded in the same steady, methodical way that a farmer plowed a field.

    [1:13:47] The danger Potts and the Pennsylvania railroad posed to his creation convinced Rockefeller that the time had come to pick a fight with the world's largest industrial corporation.

    [1:23:20] Rockefeller would have horse-drawn carriages drive up and down the streets and sell oil directly.

    [1:28:28] I think it is fair to say that the strong men who were competitors in the oil refining business, the aggressive men in the best financial condition, and the most intelligent, indeed the class of men who would be most likely to survive in the competitive struggle, were the men who were most likely to take up our idea of cooperation.

    [1:33:09] Dark Genius of Wall Street: The Misunderstood Life of Jay Gould, King of the Robber Barons by Edward J. Renehan Jr.

    [1:35:38] Jay Gould was the single most unsettling force ever to appear on the American industrial scene.

    [1:36:22] Among wheelers and dealers of his day Gould had no peer.

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    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested, so my poor wallet suffers. ”— Gareth

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