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    • From rags to riches in the banana industryThe American dream isn't just for politicians or textbook history, it's for the unsung heroes who defy odds and make their mark, like Sam Zemurra, who became a banana king despite warnings and challenges.

      Learning from the discussion of Sam Zemurra's life story in "The Fish That Ate the Whale" by Rich Cohen is that the American dream is not just about politicians and textbook history, but also about the unsung heroes who defied odds and made their mark on the world. Zemurra, a penniless immigrant who became one of the most powerful men in the banana industry, is a testament to the transformative power of determination, ambition, and a good business idea. His story, filled with subterranean saga of kickbacks, overthrows, and secret deals, reveals the gritty reality of how the world really works. It serves as a reminder that anyone, regardless of their background, can write a chapter in the book of American history and make a difference. Zemurra's journey from a fruit peddler to a banana king, despite warnings from powerful figures like Philander Knox and JPMorgan, demonstrates that success can come from challenging the status quo and taking risks. His story is a reminder that the American dream is not just a cliché, but a real possibility for those who are willing to work hard and dream big.

    • Cornelius Vanderbilt: From Immigrant to Business Tycoon, Inspiring Modern-day FiguresCornelius Vanderbilt, born an immigrant with no education or money, rose to become a complex business tycoon through raw ambition and determination. His 'Murray isms' philosophy included trusting his instincts and staying close to the action, inspiring figures like Vladimir Putin and mercenaries.

      Cornelius Vanderbilt, a historical entrepreneur, can be compared to modern-day figures like Vladimir Putin due to his immense wealth and ruthless nature. This is evident in the actions of mercenaries, who look up to William Walker, a man who was later killed for attempting to overthrow a government that threatened Vanderbilt's business interests. The mercenaries, waiting off the coast of New Orleans, are inspired by William Walker's capture of Nicaragua with a small army and his subsequent death. Cornelius Vanderbilt, born in Russia in 1877, came to America as an immigrant with no education or money but quickly became a tough, ambitious operator. He was driven by a raw energy that propelled him to the top, and his philosophy, which he called "Murray isms," included phrases like "You're there. We're here. Go see for yourself." Vanderbilt's refusal to trust reports and his preference for staying close to the action made him a complex yet simple figure in business history. The story of his life is a reminder of the ambition and determination that has always drawn people to America.

    • The power of gaining knowledge and seizing opportunitiesValuing knowledge and observing opportunities can lead to valuable business insights and success, even with limited resources.

      Gaining knowledge about every aspect of your business can lead to valuable opportunities and solutions. This idea is emphasized through the story of Sam Zamurray, who started out with odd jobs and learned valuable lessons from each experience. Despite his humble beginnings and limited resources, Sam's determination and observant nature allowed him to see potential in discarded bananas, which others considered worthless. This mindset, rooted in his background as a poor Russian farmer, drove him to take risks and enter the banana trade. By learning every detail of his trade, Sam was able to outpace his competitors and build a successful business. This theme of valuing knowledge and seizing opportunities is a recurring one throughout the text.

    • Believing in oneself and being resourceful are keys to successJay Z and Sam Murray's stories show that having a hustler's mindset, believing in oneself, and being resourceful can help individuals overcome challenges and achieve success, regardless of past failures.

      The mindset of hustling and believing in oneself to achieve success, regardless of past failures, is a common thread between Jay Z and Sam Murray. Jay Z, in his autobiography, describes his early life with the same dream of becoming an exception and getting rich before being "got." Sam Murray, in his pursuit of success in the banana trade, also exhibits this mentality. He ignored the stories of those who had failed and focused on being the exception. This calculation based on arrogance and hustle allowed both Jay Z and Sam Murray to overcome challenges and achieve their goals. Another key trait shared by both individuals is their relentless resourcefulness and willingness to listen and learn from others. Sam Murray's success in the banana trade came from his ability to identify an overlooked niche and secure capital, railroads, and ships to operate in it. This required innovation and the ability to think outside the box. Both Jay Z and Sam Murray's stories illustrate the power of believing in oneself and the importance of being resourceful and adaptable in achieving success.

    • From selling 20,000 bananas to a million a year: Sam Zemuria's inspiring journeyDetermination, resourcefulness, and hustle can help turn a local business into a global enterprise. Underestimating opponents can have downsides, but new technology can open up opportunities for growth.

      Remarkable story of Sam Zemuria, a perishable product salesman who defied limitations and built a business empire from a profitable niche. Despite being underestimated by his competitors, Zemuria's determination, resourcefulness, and hustle led him to grow his business from selling 20,000 bananas in 1899 to over a million a year within a decade. This story serves as a reminder that one person can accomplish great things in a lifetime, and that underestimating opponents can have significant downsides. The introduction of new technology, such as steamships, also played a crucial role in turning local businesses into global enterprises. Zemuria's calm, deliberate, and strong personality, as described by a Supreme Court justice, further highlights the impact he had on business and industry.

    • Andrew Preston and Vaccaro Zamora's Business PartnershipZamora's determination to expand and form a partnership led him to take over one of the first global corporations, despite his solitary nature.

      The early relationship between banana industry pioneer Andrew Preston and Chiquita Banana founder Vaccaro Zamora sets the stage for Zamora's eventual rise to power. Zamora, a risk-taking, thinking, and doing individual, impressed Preston, leading to a business partnership. However, antitrust allegations against United Fruit forced Preston to sell back his stake to Zamora, who then built a formidable competition. Starting as a banana trafficker at a young age, Zamora's success story is noteworthy, but it's his determination to expand and take on a partner that ultimately propels him to take over one of the first truly global corporations. Despite his solitary nature, Zamora recognized the need for a partnership to grow his business, paving the way for his remarkable 60-year career in the banana industry. The book "Banana: The Fate of the Fruit of the Americas" provides a fascinating account of this remarkable journey.

    • Sam Zamurri's Journey to Founding United Fruit CompanySam Zamurri, a self-made entrepreneur, expanded his fruit trafficking business by forming partnerships and taking on greater risks, ultimately leading to the founding of United Fruit Company. This journey included contracting Central American farmers, importing harvests, and acquiring the Thatcher Brothers Steamship Company.

      Sam Zamurri, a self-made entrepreneur, sought to expand his fruit trafficking business by forming partnerships and taking on greater risks, which ultimately led to his involvement with the founding of United Fruit Company. This journey began when Zamurri, who preferred making decisions independently, joined forces with a business partner to traffic yellows and greens, requiring them to contract Central American farmers and import the harvest. This new venture meant assuming a higher level of risk, which would later make him uncomfortable and ultimately result in him being bought out by another businessman, Zemuri. During this time, Zamurri and his partner, Hubbard, acquired the Thatcher Brothers Steamship Company, which expanded their field of operations and gave them control of the entire Gulf of Mexico. Zamurri was a trailblazer, following in the footsteps of earlier entrepreneurs Lorenzo Baker, Andrew Preston, and Minor Keys, who had also ventured into the banana industry. Zamurri's success story is a testament to the persistence and risk-taking nature of entrepreneurs throughout history. Fascinating facts from the text include the banana being technically considered a berry and the world's tallest grass, as well as its ability to grow 20 inches in just 24 hours. These insights demonstrate the intriguing and profitable nature of the banana trade that attracted entrepreneurs like Zamurri and the founders of United Fruit Company.

    • The Beginning of the Global Banana BusinessAndrew Preston and Samuel Zemurray's partnership marked the start of the global banana industry, leading to the formation of United Fruit Company through strategic partnerships and land consolidation.

      The meeting between Andrew Preston and Samuel Zemurray on the Boston docks in 1871 marked the beginning of the banana industry's transformation into a global business. Preston, who had a keen eye for perishable goods, saw potential in bananas and teamed up with Baker to import and sell them. However, to make bananas affordable for the masses, they needed to increase supply and control quality. They sought out Miner Keith, who was building a railroad in Costa Rica, and formed a partnership with him. Keith, who initially saw bananas as a cheap food source for his workers, soon realized the market potential in the North. In 1894, Keith signed a contract with Boston Fruit to sell their entire banana harvest, marking the beginning of one of the world's first truly global corporations - United Fruit Company. Preston, Baker, and Keith traveled throughout the Caribbean, buying land and consolidating the industry, much like Rockefeller did with Standard Oil. This cunning business strategy brought order to a chaotic industry and paved the way for the banana industry as we know it today.

    • A year without bananas leads to industry consolidationDuring a banana shortage, UFC, led by Zemurray, merged with 27 other companies and expanded operations by planting own bananas and vertically integrating, while capitalizing on Honduras' lawless environment to establish a banana empire

      During a year without bananas due to a climatic event, many banana traders were left vulnerable and desperate for security. This created an opportunity for United Fruit Company, led by Zemurray, to merge with 27 other banana companies and consolidate the industry. Zemurray, a shrewd businessman, had learned from the past and was determined to expand his operations by planting his own bananas and vertically integrating. At the time, Honduras, with its lack of government or law and attractive lack of extradition treaty with the United States, was a hotbed for ruffians and attracted many seeking fortune and adventure. This environment provided the perfect setting for Zemurray to establish his banana empire and set himself apart from competitors by mastering both the skills of getting rich and staying rich.

    • Buying valuable land in HondurasSeizing opportunities, having faith in abilities, and taking calculated risks can lead to success despite challenges and skepticism

      Sam Zamurri's enduring persistence and ability to seize opportunities, despite challenges and criticism, led him to buy cheap land in Honduras, which turned out to be the most valuable banana country in the world. With limited resources and facing skepticism from his partner and others, Zamurri took risks, borrowed heavily, and used his superior knowledge of the land and its potential to build his first plantation. His drive and determination, along with the unique circumstances of the time and place, allowed him to create a successful business despite the odds. This story illustrates the importance of seizing opportunities, having faith in one's abilities, and being willing to take calculated risks.

    • The Power of Hands-On ExperienceGaining practical knowledge in a field can provide a significant advantage in business, but bold expansion plans and differing strategies can lead to disagreements and unforeseen consequences.

      Zimuri's hands-on experience in the banana industry, gained through physically laboring in the fields, gave him a unique understanding and advantage over his competitors. This experience extended from the planting and mapping of banana plantations to the executive suite, making him contemptuous of those who lacked his practical knowledge. Despite the risks, Zimuri's bold expansion plans led to a disagreement with his partner, ultimately resulting in a coup and the involvement of external forces like the United States government and JPMorgan. This tale illustrates the power of hands-on experience and the potential consequences of differing business strategies.

    • A banana entrepreneur's power struggle against the US and JPMorganSome individuals will go to great lengths to protect their interests in a world dominated by the powerful and wealthy

      Power and money clash in the global stage, and those who possess neither are often left at the mercy of those who do. In the case of Samuel Zemuri, a banana entrepreneur from Honduras, he found himself at odds with the United States Secretary of State and financial giant JPMorgan, who sought to implement policies detrimental to his business. Refusing to back down, Zemuri orchestrated a coup against the Honduran government, securing favorable concessions and deals in return. The audacity of his actions earned him the ire of the powerful figures in America, leading to his surveillance and potential retaliation. Despite the questionable morality of his actions, Zemuri's story highlights the lengths some individuals will go to protect their interests in a world dominated by the powerful and wealthy.

    • Sam Zemurray's Unconventional Approach to BusinessSam Zemurray defied the odds by challenging United Fruit's monopoly through unconventional methods like living in Honduras, mastering every aspect of the banana trade, and disregarding bureaucracy.

      Sam Zemurray, the banana mogul, was a unique and determined competitor who defied the odds to challenge the monopoly of United Fruit. He spent years living in Honduras, mastering every aspect of the banana trade, from the fields to the shipping. His unconventional methods, such as standing on his head after breakfast, puzzled his competitors. Zemurray disdained bureaucracy and paperwork, preferring to make decisions based on mental notes and phone conversations. After the coup, he bought back United Fruit's stake in his company, securing his independence and creating a competitive market. Preston and his team at United Fruit recognized Zemurray's genius from the start and ultimately had to cut him loose to save their company. Zemurray's success story is a testament to his inner scorecard mentality, his relentless work ethic, and his deep understanding of the banana trade.

    • Sam Zamurie's Unconventional LeadershipSam Zamurie, an ambitious and innovative leader, built a successful banana company despite fewer resources and workers than United Fruit, through quick decision-making, relentless drive, and constant improvement. His personality shaped the company culture, attracting top talent and rivals.

      Sam Zamurie, the founder of the Banana Company, was a wildly ambitious and innovative leader who built a superior business to United Fruit, despite having fewer resources and workers. His relentless drive, quick decision-making, and constant pursuit of improvement set him apart from the executives who ran United Fruit. Zamurie's approach to business was a reflection of his personality, and his company's culture thrived under his leadership. The most ambitious banana men began to flock to him, and even United Fruit attempted to buy him out. However, Zamurie was having too much fun and refused to sell, leading to a bitter rivalry between him and Victor Cutter, the president of United Fruit. Despite his regrets about some of his actions, Zamurie's attitude towards business and his constant quest for improvement made him a formidable competitor.

    • The Banana War: A Battle for Land and WealthSelf-made entrepreneur, Sam Zemuri, outsmarted United Fruit in a land dispute, showcasing contrasting business approaches. Government intervention led to a merger, wealth, and enemies.

      The banana war between United Fruit and Sam Zemuri was a fierce fight over a small piece of land worth millions. Zemuri, a self-made man with dangerous confidence, outmaneuvered United Fruit by buying the disputed land from both claimants, demonstrating the contrasting approaches of big corporations and entrepreneurs. The government intervened, leading to a merger that made Zemuri one of the richest men in America. However, his newfound wealth and prominence made him vulnerable and attracted powerful enemies, such as Huey Long, who saw him as a symbol of the corrupt rich. This fascinating tale highlights the ruthless business strategies of the past and the risks that come with success.

    • Huey Long's radical economic views met opposition, Zamora's financial loss led him to seek industry adviceIn business, it's crucial to listen to those with firsthand knowledge and take action when necessary, even if it means going against the advice of experts or company executives.

      Huey Long, a senator with radical economic views, faced opposition and ultimately met a violent end. Meanwhile, United Fruit Company's Zamora faced a significant financial loss and responded by seeking advice from those directly involved in the industry rather than relying on experts or company executives. Despite being the largest shareholder, Zamora had to rally other shareholders to gain control of the company through a secret proxy vote. This shows the importance of listening to those with firsthand knowledge and taking action when necessary, even in the face of opposition.

    • Leading through crisis with action and innovationDuring a crisis, taking proactive actions and being innovative can boost investor confidence and save a company.

      During a crisis, visible action and innovation can be more impactful than mere explanation or justification. This is exemplified in the story of United Fruit's turnaround led by Zamurri. Despite facing challenges like a flawed noncompete clause and the limitations on banana imports during World War 2, Zamurri focused on taking action and finding alternative crops to sell. His hands-on approach, tough decisions, and visible activity boosted investor confidence and saved the company. The mere evidence of his activity was enough to get things moving during a time of crisis. This story highlights the importance of being proactive and innovative in the face of adversity.

    • Sam Zamora's vision for self-sufficiency and Bernays' public relations tacticsSam Zamora aimed to make America self-sufficient by growing high-demand crops, but hiring Bernays for PR led to government involvement and a public relations disaster, highlighting the complex relationship between business and government.

      Sam Zamora, the founder of United Fruit Company, was a visionary farmer who aimed to make America self-sufficient by growing high-demand crops like hemp and rubber trees. However, his greatest tragedy came when his son, Sam Junior, a pilot in the military, died during World War II. Zamora was devastated and disconnected from the celebrations of the war's end. Later, United Fruit hired Edward Bernays, considered the founder of the public relations industry, to align the company's interests with top US government officials. Bernays used indirect methods to promote causes, such as convincing women to smoke as a symbol of empowerment and encouraging the construction of built-in bookshelves in modern homes. Zamora's hiring of Bernays played a role in the US government's involvement with United Fruit, but it ultimately led to a public relations disaster and the eventual break-up of the company. The intersection of private business interests and government influence is a complex and intriguing theme throughout the story of Sam Zamora and United Fruit.

    • Powerful figures shaping our world behind the scenesEdward Bernays' influence led to a Guatemalan coup, highlighting the significant impact a select few can have on our world, often collaborating in secret, and the importance of understanding the masses' mental processes and social patterns.

      Power of influence and manipulation by a select few individuals in shaping our daily lives, particularly in politics and business. Edward Bernays, a master of this art, orchestrated a coup in Guatemala through the CIA, leading to the restoration of banana land owned by the United Fruit Company. A key player in this coup was Carlos Armas, who escaped execution through a tunnel built by Keith, a founder of United Fruit. This incident exemplifies the significant influence and collaboration between powerful figures, often behind the scenes. It's a reminder of the impact a select few can have on our world, and the importance of understanding the mental processes and social patterns of the masses.

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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.

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

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    How did Edwin Land find new employees to hire? Any unusual sources to find talent?

    What are some strategies that Cornelius Vanderbilt used against his competitors?

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    (1:00) You've got to start with the customer experience and work back toward the technology—not the other way around.  —Steve Jobs in 1997

    (6:00) Why should I care = What does this do for me?

    (6:00) The Match King: Ivar Kreuger, The Financial Genius Behind a Century of Wall Street Scandals by Frank Partnoy.  (Founders #348)

    (7:00) Easy to understand, easy to spread.

    (8:00) An American Saga: Juan Trippe and His Pan Am Empire by Robert Daley 

    (8:00) The Fish That Ate the Whale: The Life and Times of America's Banana King by Rich Cohen. (Founders #255)

    (9:00)  love how crystal clear this value proposition is. Instead of 3 days driving on dangerous road, it’s 1.5 hours by air. That’s a 48x improvement in time savings. This allows the company to work so much faster. The best B2B companies save businesses time.

    (10:00) Great Advertising Founders Episodes:

    Albert Lasker (Founders #206)

    Claude Hopkins (Founders #170 and #207)

    David Ogilvy (Founders #82, 89, 169, 189, 306, 343) 

    (12:00) Advertising which promises no benefit to the consumer does not sell, yet the majority of campaigns contain no promise whatever. (That is the most important sentence in this book. Read it again.) — Ogilvy on Advertising 

    (13:00) Repeat, repeat, repeat. Human nature has a flaw. We forget that we forget.

    (19:00) Start with the problem. Do not start talking about your product before you describe the problem your product solves.

    (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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    Episode Outline: 

    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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    Related Episodes

    #239 The Wright Brothers

    #239 The Wright Brothers

    What I learned from rereading The Wright Brothers by David McCullough.

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    [3:40] Relentlessly Resourceful by Paul Graham

    [4:11] If I were running a startup, this would be the phrase I'd tape to the mirror. "Make something people want" is the destination, but "Be relentlessly resourceful" is how you get there.

    [5:35] Everybody engaged in complicated work needs colleagues. Just the discipline of having to put your thoughts in order with somebody else is a very useful thing. —Charlie Munger

    [6:44] No bird soars in a calm.

    [10:30] Neither ever chose to be anything other than himself.

    [11:36] Wilbur was a little bothered by what others might be thinking or saying.

    [11:46] What the two had in common above all was a unity of purpose and unyielding determination.

    [15:09] Every mind should be true to itself —should think, investigate and conclude for itself.

    [17:53] My Life in Advertising (Founders #170)

    [19:33] Overdrive: Bill Gates and the Race to Control Cyberspace (Founders #174)

    [19:39] Hard Drive: Bill Gates and the Making of the Microsoft Empire (Founders #140)

    [23:56] I wish to avail myself of all that is already known.

    [30:32] Like the inspiring lectures of a great professor, the book had opened his eyes and started him thinking in ways he never had.

    [34:29] In no way did any of this discourage or deter Wilbur and Orville Wright, any more than the fact that they had had no college education, no formal technical training, no experience working with anyone other than themselves, no friends in high places, no financial backers, no government subsidies, and little money of their own. Or the entirely real possibility that at some point, like Otto Lilienthal, they could be killed.

    [36:07] When once this idea has invaded the brain it possesses it exclusively.

    [38:23] I’ve never found anybody that didn’t want to help me if I asked them for help. I called up Bill Hewlett when I was 12 years old. He answered the phone himself. I told him I wanted to build a frequency counter. I asked if he had any spare parts I could have. He laughed. He gave me the parts. And he gave me a summer job at HP working on the assembly line putting together frequency counters. I have never found anyone who said no, or hung up the phone. I just ask. Most people never pick up the phone and call. And that is what separates the people who do things, versus the people who just dream about them. You have to act. —Steve Jobs

    [41:47] You wanted to start a company. You knew that it was going to be hard. What are you complaining for?

    [42:17] Jay Z: Decoded (Founders #238)

    [42:56] They had their whole heart and soul in what they were doing.

    [46:28] You should follow your energy.

    [53:49] The Wright brothers have blinders on mentality. They don't care what other people say. They just say I'm working at this. I don't care what other people think.

    [54:16] The brothers proceeded entirely on their own and in their own way.

    [58:21] This is the blueprint they are using: Test. Iterate. Test. Iterate. Work long hours. Concentrate and ignore the naysayers.

    [1:00:31] Wilbur was always ready to jump into an argument with both sleeves rolled up. He believed in a good scrap. He believed it brought out new ways of looking at things and helped round off corners.

    [1:00:57] Amazon Unbound: Jeff Bezos and the Invention of a Global Empire (Founders #180)

    [1:02:26] Pour gasoline on promising sparks.

    [1:04:14] It is very bad policy to ask one flying machine man, about the experiments of another, because every flying machine man thinks that his method is the correct one.

    [1:08:46] Stephen King On Writing: A Memoir of the Craft (Founders #210)

    [1:10:26] They were always thinking of the next thing to do. They didn't waste much time worrying about the past.

    [1:11:05] 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. — Driven From Within (Founders #213)

    [1:12:56] They would have to learn to accommodate themselves to the circumstances.

    [1:20:42] The best dividends on labor invested have invariably come from seeking more knowledge rather than more power.

    [1:27:37] He went his way always in his own way.

    [1:31:45] A man who works for the immediate present and its immediate rewards is nothing but a fool.

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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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    #21 Masters of Doom: How Two Guys Created an Empire and Transformed Pop Culture

    #21 Masters of Doom: How Two Guys Created an Empire and Transformed Pop Culture

    What I learned from reading Masters of Doom: How Two Guys Created an Empire and Transformed Pop Culture by David Kushner.

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    [0:35] For a new generation, Carmack and Romero personified an American dream: they were self-made individuals who had transformed their personal passions into a big business, a new art form, and a cultural phenomenon.

    [1:19] His (John Carmack) game and life aspired to the elegant discipline of computer code.

    [1:40] Romero wants an empire. I just want to create good programs.

    [3:07] No matter what Romero suffered he could always escape back into games.

    [4:55] Romero’s stepdad smashed Romero’s face into the machine as punishment for playing video games.

    [5:24] He beat Romero until the boy had a fat lip and a black eye. Romero was grounded for two weeks. The next day he snuck back to the arcade.

    [7:40] One afternoon his father left to pick up groceries. Romero wouldn't see him again for two years.

    [8:53] Alibaba: The House That Jack Ma Built by Duncan Clark. (Founders #32)

    [10:20] Arcade games were bringing in $5 billion a year. Home systems were earning $1 billion. His stepfather did not believe game development to be a proper vocation. You'll never make any money making games he often said.

    [11:28] A business is just an idea or service that makes somebody's life better. —Richard Branson

    [12:58] Richard Garriott came to fame in the early eighties through his own initiative + Explore/Create: My Life in Pursuit of New Frontiers, Hidden Worlds, and the Creative Spark by Richard Garriott.

    [13:20] Ken and Roberta Williams also pioneered the Ziploc distribution method, turning their homemade graphical role-playing games into a $10 million–a–year company.

    [14:19] Carmack quickly distinguished himself when he was only seven years old. He scored nearly perfect on every standardized test placing himself at a ninth grade comprehension level.

    [15:03] The Cook and The Chef by Tim Urban

    [16:05] Carmack had never worked on a computer before but took to the device as if it were an extension of his own body.

    [16:39] All they desired is be able to create their own world.

    [17:08] The Accidental Billionaires: The Founding of Facebook: A Tale of Sex, Money, Genius, and Betrayal by Ben Mezrich.  (Founders #14)

    [17:44] He read the passage about computers in the encyclopedia a dozen times.

    [18:36] He relished this ability to create things out of thin air. As a programmer he didn't have to rely on anyone else.

    [18:54] A book that inspired John Carmack: Hackers: Heroes of the Computer Revolution by Stephen Levy

    [20:35] When Carmack finished the book he had one thought: I'm supposed to be in there.

    [21:09] If you want to understand the entrepreneur, study the juvenile delinquent. The delinquent is saying with his actions, “This sucks. I’m going to do my own thing.” —Let My People Go Surfing (Founders #18)

    [22:48] Carmack was sentenced to one year in juvenile detention. Most of the kids were in for drugs. Carmack was in for an Apple II.

    [24:24] Carmack knows what he wants to do with his life and then he eliminates everything else that’s not that.

    [24:32] Carmack relished the freelance lifestyle. He was in control of his time, slept as late as he wanted, and, even better, answered to no one.

    [27:16] How id Software was born.

    [31:26] Super Mario Brothers 3 sold 17 million copies. The equivalent of 17 platinum records —something only artists like Michael Jackson had pulled off.

    [33:20] Carmack was of the moment. His ruling force was focus. Time existed for him not in some promising future or sentimental past but in the present condition. He kept nothing from the past—no pictures, no records, no games, no computer disks. He kept nothing but what he needed at the time. His bedroom consisted of a lamp, a pillow, a blanket, and a stack of books. There was no mattress.

    [35:58] Shareware dated back to a guy named Andrew Fluegelman. In 1980, Fluegelman wrote a program called PC-Talk and released it online with a note saying that anyone who liked the wares should feel free to send him some “appreciation” money. Soon enough he had to hire a staff to count all the checks. Fluegelman called the practice “shareware,” “an experiment in economics.”

    [37:42] Then he got an idea. Instead of giving away the entire game, why not give out only the first portion, then make the player buy the rest of the game directly from him? No one had tried it before, but there was no reason it couldn’t work.

    [38:26] There was no advertising, no marketing and virtually no overhead except for the low cost of floppy discs and Ziploc bags, because there were no other people to pay off. Scott could price his games much lower than most retail title. $15 to $20 as opposed to 30 to 40 for every dollar he brought in Scott was pocketing 90 cents. By the time he contacted Romero, he had earned $150,000 by word of mouth alone.

    [38:54] I just love the fact that he could do it on his own. By himself. He doesn't have to ask permission. He doesn't have to deal with publishing. He just makes something people like and then they can pay him directly.

    [39:50] They didn’t need any help getting motivated. Carmack seemed almost inhumanly immune to distraction.

    [40:45] All of science and technology and culture and learning and academics is built upon using the work that others have done before.

    [41:23] They start spending nights and weekends developing their own games. They still have day jobs.

    [42:19] The first Keen trilogy was now bringing in fifteen to twenty thousand dollars per month. It wasn’t just pizza money anymore, it was computer money. Carmack was only twenty years old, Romero, twenty-three, and they were in business.

    [43:31] Carmack’s maxim on problem solving: Try the obvious approach first; if that fails, think outside the box.

    [44:45] They didn’t seem to have a business bone in their bodies. When they told Williams how much they were making he blurted out “You’re telling me you’re making fifty thousand dollars a month just from shareware?”

    [50:30] I think it takes a certain level of discipline to have a company that's making millions of dollars a year and yet not expand out and try to add all these unnecessarily expenses. (A mistake made a lot in the history of entrepreneurship)

    [53:39] The more business responsibilities they had, things like order fulfillment and marketing, the more they would lose their focus —making great games.

    [53:55] The Everything Store: Jeff Bezos and the Age of Amazon by Brad Stone. (Founders #179)

    [55:28]  Innovate, optimize, then jettison anything that gets in the way.

    [58:49] The more shareware was distributed, the more potential customers ID would be able to collect. We don't care if you make money off the shareware demo they told the retailers. Move it in mass quantities. The retailers couldn't believe their ears. No one had ever told them not to pay royalties.

    [59:23] Take the money that you might have given me in royalties and use it to advertise the fact you're selling Doom.

    [1:02:19] Even though only an estimated 1% of people who downloaded shareware bought the remaining game, $100,000 worth of orders were rolling in every day.

    [1:05:56] Why, they wanted to know, did they need GTI? Ron didn’t relent. “Look,” he said, “maybe you’ll sell a hundred thousand copies of Doom in shareware, but I believe if you give me a retail version of Doom and, let’s call it for lack of a better term, Doom II, I think I could sell five hundred thousand or more units.”

    [1:08:16] For Carmack it wasn't the cash that was intriguing. It was the opportunity to get back into the trenches.

    [1:10:53] Romero spelled out his new life code: It was time to enjoy ID’s accomplishments, no more crunch mode, no more bloodshot nights, no more death schedules. Carmack remained quiet.

    [1:14:06] Carmack said Romero was pushed out of ID because he wasn't working hard enough.

    [1:14:21] The main point of conflict between Carmack and Romero: Romero wants an empire. Carmack just wants to create good programs.

    [1:24:15] He's just making colossal mistake after colossal mistake. Not adhering to anything that had previously made him successful.

    [1:25:50] All those things Carmack had berated him about: The hyperbole, the lack of focus, the dangers of a large team— had come back with vengeance.

    [1:27:56] My favorite paragraph in the book: “In the information age, the barriers just aren’t there. The barriers are self-imposed. If you want to set off and go develop some grand new thing, you don’t need millions of dollars of capitalization. You need enough pizza and Diet Coke to stick in your refrigerator, a cheap PC to work on, and the dedication to go through with it. We slept on floors. We waded across rivers.”

    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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    #249 Steve Jobs In His Own Words

    #249 Steve Jobs In His Own Words

    What I learned from reading I, Steve: Steve Jobs In His Own Words by George Beahm.

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    [1:05]

    On Steve Jobs

    #5 Steve Jobs: The Biography
    #19 Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader
    #76 Return To The Little Kingdom: Steve Jobs and The Creation of Apple
    #77 Steve Jobs & The NeXT Big Thing
    #204 Inside Steve Jobs' Brain
    #214 Steve Jobs: The Exclusive Biography
    #235 To Pixar And Beyond: My Unlikely Journey with Steve Jobs to Make Entertainment History

    Bonus Episodes on Steve Jobs

    Insanely Simple: The Obsession That Drives Apple's Success (Between #112 and #113)
    Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs (Between #110 and #111)

    On Jony Ive and Steve Jobs

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

    On Ed Catmull and Steve Jobs

    #34 Creativity Inc: Overcoming The Unseen Forces That Stand In The Way of True Inspiration

    On Steve Jobs and several other technology company founders

    #157 The Innovators: How a Group of Hackers, Geniuses, and Geeks Created the Digital Revolution

    #208 In the Company of Giants: Candid Conversations With the Visionaries of the Digital World

    [3:13] We're not going to be the first to this party, but we're going to be the best.

    [4:54] Company Focus: We do no market research. We don't hire consultants. We just want to make great products.

    [5:06] The roots of Apple were to build computers for people, not for corporations. The world doesn't need another Dell or Compaq.

    [5:52] Nearly all the founders I’ve read about have a handful of ideas/principles that are important to them and they just repeat and pound away at them forever.

    [7:00] You can oftentimes arrive at some very elegant and simple solutions. Most people just don't put in the time or energy to get there.

    [8:09] I think of Founders as a tool for working professionals. And what that tool does is it gets ideas from the history of entrepreneurship into your brain so then you can use them in your work. It just so happens that a podcast is a great way to achieve that goal.

    [8:48] Tim Ferriss Podcast #596 with Ed Thorp

    [8:50] A Man for All Markets: From Las Vegas to Wall Street, How I Beat the Dealer and the Market by Ed Thorp. (Founders 222)

    [10:43] In most people's vocabularies, design means veneer. It's interior decorating. It's the fabric of the curtains and the sofa. But to me, nothing could be further from the meaning of design. Design is the fundamental soul of a man-made creation that ends up expressing itself in successive outer layers of the product or service.

    [12:05] The Essential Difference: The Lisa people wanted to do something great. And the Mac people want to do something insanely great. The difference shows.

    [14:21] Sure, what we do has to make commercial sense, but it's never the starting point. We start with the product and the user experience.

    [15:57] Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader by Brent Schlender and Rick Tetzeli. (Founders #19)

    [16:41] We had a passion to do this one simple thing.

    [16:51] And that's really important because he's saying I wasn't trying to build the biggest company. I wasn't trying to build a trillion dollar company. It wasn't doing any of that. Those things happen later as a by-product of what I was actually focused on, which is just building the best computer that I wanted to use.

    [17:14] In the Company of Giants: Candid Conversations With the Visionaries of the Digital World by Rama Dev Jager and Rafael Ortiz.  (Founders #208 )

    [17:41] It comes down to trying to expose yourself to the best things that humans have done and then try to bring those things in to what you're doing. Picasso had a saying: good artists copy, great artists steal. And we have always been shameless about stealing great ideas.

    [20:29] Our belief was that if we kept putting great products in front of customers, they would continue to open their wallets.

    [21:06]  A Mind at Play: How Claude Shannon Invented the Information Age by Jimmy Soni and Rob Goodman (Founders #95) “A very small percentage of the population produces the greatest proportion of the important ideas. There are some people if you shoot one idea into the brain, you will get half an idea out. There are other people who are beyond this point at which they produce two ideas for each idea sent in.”

    [22:29] Edwin land episodes:

    Insisting On The Impossible: The Life of Edwin Land and Instant: The Story of Polaroid (Founders #40)

    The Instant Image: Edwin Land and The Polaroid Experience by Mark Olshaker. (Founders #132)

    Land’s Polaroid: A Company and The Man Who Invented It by Peter C. Wensberg. (Founders #133)

    A Triumph of Genius: Edwin Land, Polaroid, and the Kodak Patent War by Ronald K. Fierstein. (Founders #134)

    [25:01] Macintosh was basically this relatively small company in Cupertino, California, taking on the goliath, IBM, and saying "Wait a minute, your way is wrong. This is not the way we want computers to go. This is not the legacy we want to leave. This is not what we want our kids to be learning. This is wrong and we are going to show you the right way to do it and here it is and it is so much better.

    [27:47] Jony Ive: The Genius Behind Apple's Greatest Productsby Leander Kahney. (
    (Founders #178)

    [29:00] Enzo Ferrari: Power, Politics, and the Making of an Automobile Empire by Luca Dal Monte (Founders #98)

    [34:39] On meeting his wife, Laurene: I was in the parking lot, with the key in the car, and I thought to myself: If this is my last night on earth, would I rather spend it at a business meeting or with this woman? I ran across the parking lot, asked her if she'd have dinner with me. She said yes, we walked into town, and we've been together ever since.

    [37:26] It's not about pop culture, and it's not about fooling people, and it's not about convincing people that they want something they don't. We figure out what we want. And I think we're pretty good at having the right discipline to think through whether a lot of other people are going to want it, too. That's what we get paid to do.

    [41:29] Constellation Software Inc. President's Letters by Mark Leonard. (Founders #246)

    [42:30] Made in Japan: Akio Morita and Sony by Akio Morita. (Founders #102)

    [44:36] Victory in our industry is spelled survival.

    [45:21] Once you get into the problem you see that it's complicated, and you come up with all these convoluted solutions. That's where most people stop, and the solutions tend to work for a while. But the really great person will keep going, find the underlying problem, and come up with an elegant solution that works on every level.

    [48:15] Churchill by Paul Johnson (Founders #225)

    [48:25] I would trade all my technology for an afternoon with Socrates.

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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

    Be like Gareth. Buy a book: All the books featured on Founders Podcast

    #247 Henry Flagler (Rockefeller's partner)

    #247 Henry Flagler (Rockefeller's partner)

    What I learned from reading Last Train to Paradise: Henry Flagler and the Spectacular Rise and Fall of the Railroad that Crossed an Ocean by Les Standiford.

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    [1:14] The building of the railroad across the ocean was a colossal piece of work born of the same impulse that made individuals believe that pyramids could be raised cathedrals, erected and continents Tamed the highway

    [1:31] All that remains of an error where men still lived, who believed that with enough will and energy and money that anything could be accomplished.

    [2:13] Titan: The Life of John D. Rockefeller, Sr by Ron Chernow (Founders #16)

    [2:35] Meet You in Hell: Andrew Carnegie, Henry Clay Frick, and the Bitter Partnership That Changed America by Les Standiford. (Founders #73)

    The Autobiography of Andrew Carnegie by Andrew Carnegie (Founders #74)

    Henry Clay Frick: The Life of the Perfect Capitalist by Quentin Skrabec Jr. (Founders #75)

    [5:51] The Autobiography of Benjamin Franklin by Benjamin Franklin (Founders #62)

    [6:24] Benjamin Franklin: An American Life by Walter Isaacson. (Founders #115) “This industry visible to our neighbors began to give us character and credit," Franklin noted. One of the town's prominent merchants told members of his club, "The industry of that Franklin is superior to anything I ever saw of the kind; I see him still at work when I go home from club, and he is at work again before his neighbors are out of bed." Franklin became an apostle of being-and, just as important, of appearing to be-industrious. Even after he became successful, he made a show of personally carting the rolls of paper he bought in a, wheelbarrow down the street to his shop, rather than having a hired hand do it.

    [8:54] Ogilvy on Advertising (Founders #82) Set yourself to becoming the best-informed person in the agency on the account to which you are assigned. If, for example, it is a gasoline account, read books on oil geology and the production of petroleum products. Read the trade journals in the field. Spend Saturday mornings in service stations, talking to motorists. Visit your client’s refineries and research laboratories. At the end of your first year, you will know more about the oil business than your boss, and be ready to succeed him.

    [10:50] The Essays of Warren Buffett by Warren Buffett and Lawrence Cunningham. (Founders #227) Over the years, a number of very smart people have learned the hard way that a long string of impressive numbers multiplied by a single zero always equals zero. That is not an equation whose effects I would like to experience personally.

    [13:20] Rockefeller did not believe in diversification. He said they had no outside interest. That it is an immense task building a successful company. It's silly to go out and diversify into other lines or to make other investments. Focus on your business!

    [13:53] Their chief binding passion: The desire to make large sums of money.

    [14:13] Random Reminiscences of Men and Events by John D. Rockefeller. (Founders #148)

    [19:44] Warren Buffett on MOATs: On a daily basis, the effects of our actions are imperceptible; cumulatively, though, their consequences are enormous. When our long-term competitive position improves as a result of these almost unnoticeable actions, we describe the phenomenon as "widening the moat." When short-term and long-term conflict, widening the moat must take precedence.

    [20:06] The way I define moat: Why are you difficult to compete with?

    [26:54] For the last 14 or 15 years I have devoted myself exclusively to my business.

    [28:00] He had become a creator instead of an accumulator and he had found much more satisfaction in such an accomplishment.

    [30:40] Writer, Sailor, Soldier, Spy: Ernest Hemingway's Secret Adventures, 1935-1961 by Nicholas Reynolds. (Founders #194)

    [35:54] You have to admire Julia Tuttle. She is relentlessly persistent.

    [36:27] Flagler likes to keep his options open and react to new information.

    [43:25] It was a time in history when men were tempted no longer to regard themselves as the mercy of the fates —but as masters of their environment.

    [46:08] A Man for All Markets: From Las Vegas to Wall Street, How I Beat the Dealer and the Market by Ed Thorp. (Founders #222 and #93)

    [46:29] Getting rich and staying rich are two separate skills.

    [49:11] It is well-documented that Flagler planned his actions carefully.

    [51:06] He is not at all interested in retiring and is in fact, choosing to run directly towards more difficulties.

    [51:51] Decoded by Jay Z. (Founders #238) Every hustler knows the value of a feint. It keeps you one step ahead of whoever's listening in.

    [52:57] During your attempt at doing something difficult you're going to have several points where all of the options in front of you would not be described as good options.

    [57:47] You realize that you were before a man who has suffered and has never wept, who has undergone intense pain and has never sobbed, who has never bent under stress.

    [58:12] The only excess I believe I have indulged in has been that of hard work.

    [58:58]  Hard work, energy, and accomplishment. For Flagler it seemed to be all he knew and all he needed to know.

    [1:07:16] A story about how not panicking can save your life.

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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

    Be like Gareth. Buy a book: All the books featured on Founders Podcast

    #240 Mozart: A Life

    #240 Mozart: A Life

    What I learned from reading Mozart: A Life by Paul Johnson.

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    [1:52] Churchill by Paul Johnson (Founders #225)

    [2:15] A life of constant hard work, lived at the highest possible level of creative concentration.

    [3:05] Mozart worked relentlessly.

    [3:56] He started earlier than anyone else and was still composing on his deathbed.

    [5:34] He soon came to the conclusion that he had fathered a genius— and being a highly religious man, that he was responsible for a gift of God to music.

    [7:05] I think the idea here is if you truly believe that what you're doing is good for the world— and you approach it with the same kind of religious zeal— you have a massive advantage over a competitor that doesn't have the same missionary mindset.

    [8:09] My Turn: A Life of Total Football by Johan Cruyff (Founders #218)

    [8:42] Leading By Design: The Ikea Story (Founders #104)

    [9:09] He loved humor, and laughter was never far away in Mozart's life, together with beauty—and the unrelenting industry needed to produce it.

    [13:36] Decoded by Jay Z (Founders #238)

    [15:36] Russ ON: Delusional Self-Confidence & How To Start Manifesting Your Dream Life and Steve Stoute & Russ Explain Why Every Creator Should Consider Themselves A Business

    [19:46] You don't tell Babe Ruth how to hold a bat.

    [20:43] I will take your demand and I'll use it as a constraint to increase my creativity.

    [21:27] The Fish That Ate the Whale: The Life and Times of America's Banana King (Founders #37)

    [22:37] You need to tell potential customers what work and effort goes into the product that you produce because they will have a deeper appreciation for what you do.

    [24:52] Inside Steve’s Brain (Founders #204)

    [25:06] He's made and remade Apple in his own image. Apple is Steve Jobs with 10,000 lives.

    [25:30] Mozart wanted to talk to A players.

    [26:32] The Pmarca Blog Archive Ebook by Marc Andreessen (Founders #50)

    [26:57] You should only work in industries where— for the important companies of that industry —the founders are still in charge at those companies.

    [31:13] As a child and teenager Mozart was the most hardworking and productive composer in musical history.

    [34:17] Find something that is being done on a basic level and then realize its potential by re-imagining it.

    [36:13] It was all hard, intense application of huge knowledge and experience, sometimes illuminated by flashes of pure genius.

    [36:40] Imagine being so good at what you do that the ruler of your country has to pass a law to get people to stop clapping.

    [40:15] It is no use asking what if Mozart had had an ordinary, normal father. Mozart without his father is inconceivable, and there is no point in considering it. Just as Mozart himself was a unique phenomenon, so Leopold was a unique father, and the two created each other.

    [41:00] There's a sense in which Mozart's entire life is a gigantic improvisation.

    [41:21] From the age of twenty Mozart never went a month without producing something immortal-something not merely good, but which the musical repertoire would be really impoverished without.

    [43:03] Designing a product is keeping 5,000 things in your brain, and fitting them all together in new and different ways to get what you want. —Steve Jobs

    [43:39] Mozart's beauty prevents one from grasping his power.

    [43:39] Sam Walton: The Inside Story of America's Richest Man (Founders #150) and Sam Walton: Made In America (Founders #234)

    [45:31] Never despair!

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