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    • Andrew Carnegie's Mantra: Cut Costs for SuccessAndrew Carnegie's success as a steelmaster was rooted in his obsession with managing costs and cutting prices to capture market share. This focus allowed him to build a colossal industry and amass a fortune, which he later gave away for the betterment of mankind.

      Andrew Carnegie, a poor Scotch boy who became a great steelmaster in America, believed in the importance of having a low cost structure and obsessively managing costs to ensure long-term success. He learned this mindset early on with his partnership with Henry Clay Frick, and it was a common trait among successful entrepreneurs like John D. Rockefeller and Jay Gould. Carnegie's mantra was "cut the prices, scoop the market, watch the costs, and the profits will take care of themselves." This focus on costs allowed him to build a colossal industry and amass a enormous fortune, which he later gave away for the betterment of mankind. Carnegie's obsession with knowing his business down to the last cent was a key factor in his success. Additionally, he saw the rise of individuals like Frick from humble beginnings as a sign of intelligence and sought to align himself with them. Ultimately, Carnegie's success story highlights the importance of cost control and relentless focus on business fundamentals for entrepreneurs.

    • Carnegie's inspiration for writing an autobiographyCarnegie was inspired by the impact of Benjamin Franklin's autobiography on his friend Thomas Mellon, leading him to write his own autobiography to share knowledge and motivate others, despite his past struggles with poverty.

      The influence of autobiographies, particularly those of Benjamin Franklin and Andrew Carnegie's friend Thomas Mellon, played a significant role in shaping Carnegie's decision to write his own autobiography. Carnegie was inspired by Mellon's admiration for Franklin and the impact his autobiography had on Mellon's life. This connection to the past fueled Carnegie's optimistic outlook on life and motivated him to adopt the motto "Your own reproach alone do fear," which became his personal inner scorecard. Carnegie's early experiences with poverty, caused by his family's failure to adapt to technological changes, further influenced his determination to build wealth and share his knowledge with others.

    • Lessons from Carnegie's father's strugglesCarnegie's experiences with his father's struggles against technological advancements inspired him to embrace innovation and build a business based on technological investments. He focused on cost savings and early adoption of the Bessemer process, and his hard work, determination, and strong work ethic contributed to his success.

      Andrew Carnegie's experiences with his father's struggles against technological advancements motivated him to embrace innovation and build a business based on technological investments. This lesson, which Carnegie learned at a young age, is evident in his obsession with cost savings and his early adoption of the Bessemer process in the steel industry. Carnegie's biography also highlights the importance of hard work, determination, and a strong work ethic, which were instilled in him from a young age as he helped his family with various errands and tasks. Ultimately, Carnegie's ability to adapt to technological changes and his focus on efficiency and cost savings helped him become one of the richest people in the world.

    • Andrew Carnegie's Early Business Experiences and TeamworkAndrew Carnegie's success came from surrounding himself with knowledgeable individuals and understanding their roles within his larger systems, a lesson learned from his early experiences organizing a team of kids to help care for animals.

      Andrew Carnegie, from a young age, recognized the importance of having capable people around him and understanding human nature. His first business experience involved organizing a team of kids to help him care for pigeons and rabbits, and he named them after the kids as compensation. Carnegie valued this experience as the foundation of his future success, which came not from his own knowledge but from his ability to surround himself with knowledgeable individuals and understand their roles within his larger systems. Even when faced with significant challenges, such as his family's financial struggles that forced them to emigrate to America, Carnegie's determination to help his family drove him to work hard and eventually build a successful career. This early experience taught him the importance of teamwork and the value of delegating tasks to those who knew more than him.

    • Andrew Carnegie's early jobs shaped his optimistic outlookAndrew Carnegie's early jobs taught him the value of hard work and determination, inspiring him to adapt, learn new skills, and never give up, leading to his eventual success in business.

      Andrew Carnegie's early experiences of working from a young age, despite the hardships and long hours, instilled in him a deep sense of optimism and determination. Starting with a weekly wage of just $1.20, he saw every job as an opportunity to learn and grow, and his relentless optimism and hard work eventually led him to greater opportunities. He was inspired by his hero, William Wallace, to never give up and to always strive for improvement. Carnegie's ability to adapt and learn new skills, such as bookkeeping, opened doors for him to work in various industries, including the railroad and telegraph industries, which were undergoing major technological revolutions at the time. His willingness to jump from job to job and continuously improve himself ultimately led him to great success in business.

    • Making the most of opportunities and focusing on the presentHardwork, optimism, and access to knowledge can lead to significant growth and success in the future. Never underestimate the power of education and self-improvement.

      Seizing opportunities and focusing on the present can lead to significant growth and success in the future. The author shares his personal experience of getting his first job as a messenger boy and how it opened doors to greater opportunities. He emphasizes the importance of being hardworking and optimistic, even when facing long hours and difficult circumstances. Additionally, the author highlights the impact of access to knowledge and education on personal growth and success. He shares how a free library program allowed him to read a book a week and broaden his horizons, ultimately shaping his future career and philanthropic endeavors. In essence, the author encourages readers to make the most of every opportunity and to never underestimate the power of education and self-improvement.

    • The impact of knowledge and self-improvementReading and learning from others can change lives, generosity of knowledge sharers is valuable, effort and dedication lead to rewards, surround yourself with positive influences, and continuous learning is essential.

      The power of knowledge and self-improvement through reading and learning from others can have a profound impact on one's life. The generosity of those who make this knowledge accessible, such as Colonel James Anderson who founded free libraries, can be invaluable and even life-changing. The act of acquiring knowledge requires effort and dedication, but the rewards are immeasurable. The importance of surrounding oneself with like-minded individuals who value learning and growth, rather than negative influences, is also emphasized. This idea, which was exemplified by Andrew Carnegie's erection of a monument to his benefactor, continues to resonate today and serves as a reminder of the power of the written word and the importance of continuous learning.

    • The power of continuous learning and improvementBill Gurley emphasizes the importance of continuous learning in the information age, using Andrew Carnegie's story as an example of determination, frugality, and knowledge leading to success.

      The drive to learn and acquire knowledge is essential for personal growth and achieving one's goals. As Bill Gurley emphasizes in his talk "Running Down a Dream," the information age has made learning accessible to anyone, and there's no excuse not to continuously educate oneself. The story of Andrew Carnegie illustrates this idea perfectly. Despite facing poverty and working long hours, Carnegie was determined to better himself and eventually build a successful business. He understood that knowing one's costs and constantly seeking knowledge were keys to success. This dedication to learning and frugality set the foundation for Carnegie's eventual wealth and the famous promise he made to provide free libraries to those who couldn't afford them. The combination of Gurley's message and Carnegie's story serves as a reminder that no matter the circumstances, everyone has the power to learn and improve themselves.

    • From sweeping floors to becoming a telegraph operatorLearning new skills and being a quick learner can lead to significant opportunities and advancements in life, even at a young age.

      The value of learning new skills and being a quick learner can lead to significant opportunities and advancements in life, even at a young age. Andrew Carnegie's experience as a teenager, sweeping floors and practicing with telegraph machines, led him to a life-changing job as a telegraph operator for Thomas Scott at the Pennsylvania Railroad. This opportunity placed him at the center of two rapidly growing industries, and the skills he gained allowed him to progress in his career. Carnegie's parents' pride in his first accomplishment and his own determination to learn made a lasting impact on him, shaping him into a lifelong learner who constantly sought new knowledge. As Charlie Munger noted, learning machines who refuse to quit are extremely hard to beat.

    • From humble beginnings to significant success through hard work and seizing opportunitiesHard work, seizing opportunities, mentors, and helping others are key to achieving success

      Hard work and seizing opportunities can lead to significant success. Andrew Carnegie, starting from humble beginnings, learned the telegraph in his spare time and became an operator, which led him to work for Thomas Scott. Later, Scott made an investment for Carnegie that resulted in his first revenue from capital. Carnegie's dedication and willingness to learn and work hard opened doors for him, including meeting Abraham Lincoln during the Civil War. Another key takeaway is the importance of mentors and the value of helping others. Carnegie emphasized the importance of assisting those deserving of help and rising beyond one's duties to attract attention. He believed that those who help themselves are more likely to receive help from others. Overall, Carnegie's story highlights the importance of hard work, seizing opportunities, and the impact of mentors and helping others.

    • Identifying Opportunities and Building a Business Around ThemObserving trends and technologies can lead to significant business success. Focus on product quality and vertical integration to stand out from competitors.

      Spotting opportunities and seizing them at the right moment can lead to significant business success. Andrew Carnegie's experience with the telegraph and the railway industry gave him the insight to start a business making iron bridges. He learned the importance of product quality and vertical integration, which he would later apply on a larger scale in his steel business. By focusing on using the best materials and ensuring safety, Carnegie's Keystone Bridge Works stood out from competitors and became a successful venture. This story highlights the importance of observing trends and technologies and using them to your advantage, rather than ignoring them and falling behind. Carnegie's determination and foresight demonstrate the value of identifying opportunities and building a business around them.

    • Carnegie's Focus on Cost Accounting and TechnologyCarnegie revolutionized manufacturing by introducing a cost accounting system and investing in technology, enabling him to identify waste, improve efficiency, and gain a competitive advantage.

      Effective cost accounting and investment in technology were key to Carnegie's success in the manufacturing industry. Carnegie was shocked to find that the cost of various manufacturing processes was unknown, leading him to introduce a system of weighing and accounting throughout his works. This enabled him to identify waste and compare the performance of each department and worker. His focus on technology, such as new furnaces, allowed him to save significant amounts of material and energy, providing a competitive advantage. Despite criticism from older manufacturers, Carnegie's investments paid off, and his strict system of accounting helped him detect and address waste. Carnegie's dedication to focusing all his attention on his business, rather than being distracted by external investments, also contributed to his success. Overall, Carnegie's emphasis on cost accounting, technology, and focused attention were essential elements of his manufacturing empire's success.

    • Focus on one business for successConcentrate on mastering your business, adopt new technology, and become a monopoly in your industry for success.

      Focusing on your business and becoming a master in it, rather than being distracted by investments, is the key to success. Andrew Carnegie emphasized this idea, sharing how he sold his interests in external businesses and concentrated on manufacturing and steel. He believed that putting all good eggs in one basket and focusing on one business is the most effective way to achieve preeminence in money making. Carnegie was also an early adopter of scientific management, hiring chemists to improve the steel-making process and gain a monopoly. This focus on innovation and technology allowed him to expand his business and become highly profitable. Overall, Carnegie's message is to concentrate on your business, become a master in your field, and embrace new technology to achieve success.

    • Andrew Carnegie's Success in Steel IndustryAndrew Carnegie's success in the steel industry came from early adoption of vertical integration, continuous investment in technology, and a focus on cost leadership. His strategy led to significant profits and a lucrative sale to U.S. Steel Corporation, inspiring business leaders with his legacy of genius, determination, and innovation.

      Andrew Carnegie's success in the steel industry came from his early adoption and vertical integration of steel production, continuous investment in technology, and a focus on cost leadership. This strategy led to significant profits and a lucrative sale to U.S. Steel Corporation. Despite selling out too cheaply, Carnegie went on to become a philanthropist and wrote "The Gospel of Wealth." The story of his partnership with Henry Frick and their impact on America is detailed in the book "Meet You in Hell: Andrew Carnegie, Henry K. Frick, and the Bitter Partnership to Change America." Carnegie's story is a testament to the power of genius, determination, and innovation in business. Despite the abrupt ending of his autobiography, his legacy continues to inspire and influence business leaders today. If you're interested in learning more about Carnegie and other formidable founders, consider reading "Meet You in Hell" and other books by the same author. With 283 books completed and 1,000 more to go, the journey of learning from the greatest business minds in history is far from over.

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    (2:30) Sam Walton built his business on a very simple idea: Buy cheap. Sell low. Every day. With a smile.

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    (33:30) At the start we were so amateurish and so far behind K Mart just ignored us. They let us stay out here, while we developed and learned our business. They gave us a 10 year period to grow.

    (37:30) And so how dedicated was Sam to keeping costs low? Walmart is called that in part because fewer letters means cheaper signs on the outside of a store.

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    (46:30) The early days of Wal-Mart were like the early days of Disneyland: "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.

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    (1:07:30)  Sam Walton: Made In America  (Founders #234)

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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.

    (6:00) I acted as my own geologist, legal advisor, drilling superintendent, explosives expert, roughneck and roustabout.

    (8:00) Michael Jordan: The Life by Roland Lazenby. (Founders #212) 

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    (20:00) Optimism is a moral duty. Pessimism aborts opportunity.

    (21:00) I studied the lives of great men and women. And I found that the men and women who got to the top were those who did the jobs they had in hand, with everything they had of energy and enthusiasm and hard work.

    (22:00) 98 percent of our attention was devoted to the task at hand. We are believers in Carlyle's Prescription, that the job a man is to do is the job at hand and not see what lies dimly in the distance. — Charlie Munger

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    (34:00) Example is the best means to instruct or inspire others.

    (37:00) Long orders, which require much time to prepare, to read and to understand are the enemies of speed. Napoleon could issue orders of few sentences which clearly expressed his intentions and required little time to issue and to understand.

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    (43:00) Years ago, businessmen automatically kept administrative overhead to an absolute minimum. The present day trend is in exactly the opposite direction. The modern business mania is to build greater and ever greater paper shuffling empires.

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    You can also ask SAGE (the Founders Notes AI assistant) any question and SAGE will read all my notes, highlights, and every transcript from every episode for you.

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    (8:00) On his dad sending him to military school: The strict, regimented environment was good for me.

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    (30:00) The great entrepreneurs I know have these traits:

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    -They concentrated on expanding

    -They concentrated on making their companies more efficient 

    -They reinvest heavily in to their business (which can help efficiency and expansion )

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    -They know their business down to the ground

    -They have an innate capacity to think on a large scale

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    (36:00) My business interests created problems [in my marriages]. I was drilling several wells and it was by no means uncommon for me to stay on the sites overnight or even for two days or more.

    (38:00) A hatred of failure has always been part of my nature and one of the more pronounced motivating forces in my life.  Once I have committed myself to any undertaking, a powerful inner drive cuts in and I become intent on seeing it through to a satisfactory conclusion.

    (38:00) My own nature is such that I am able to concentrate on whatever is before me and am not easily distracted from it.

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

    Get access to Founders Notes here

    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: 

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    (0:01) At the age of twelve I was an orphan.

    (1:00) My uncles made me become self-reliant very early in life. Looking back, I believe that it is to this, that much of my success is due.

    (9:00) The idea of wearing a watch on one's wrist was thought to be contrary to the conception of masculinity.

    (10:00) Prior to World War 1 wristwatches for men did not exist.

    (11:00) Business is problems. The best companies are just effective problem solving machines.

    (12:00) My personal opinion is that pocket watches will almost completely disappear and that wrist watches will replace them definitively! I am not mistaken in this opinion and you will see that I am right." —Hans Wilsdorf, 1914

    (14:00) The highest order bit is belief: I had very early realized the manifold possibilities of the wristlet watch and, feeling sure that they would materialize in time, I resolutely went on my way. Rolex was thus able to get several years ahead of other watch manufacturers who persisted in clinging to the pocket watch as their chief product.

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    (20:00) Business Breakdowns #65 Rolex: Timeless Excellence

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    (32:00) Social proof is a form of leverage. — Poor Charlie's Almanack: The Wit and Wisdom of Charlie Munger. (Founders #329)

    (34:00) What really matters is Hans understood the opportunity better than anybody else, and invested heavily in developing the technology to bring his ideas to fruition.

    (35:00) On keeping the main thing the main thing for decades: In developing and extending my business, I have always had certain aims in mind, a course from which I never deviated.

    (41:00) Rolex wanted to only be associated with the best. They ran an ad with the headline: Men who guide the destinies of the world, where Rolex watches.

    (43:00) Opportunity creates more opportunites. The Oyster unlocked the opportunity for the Perpetual.

    (44:00) The easier you make something for the customer, the larger the market gets: “My vision was to create the first fully packaged computer. We were no longer aiming for the handful of hobbyists who liked to assemble their own computers, who knew how to buy transformers and keyboards. For every one of them there were a thousand people who would want the machine to be ready to run.” — Steve Jobs

    (48:00) More sources:

    Rolex Jubilee: Vade Mecum by Hans Wilsdorf

    Rolex Magazine: The Hans Wilsdorf Years

    Hodinkee: Inside the Manufacture. Going Where Few Have Gone Before -- Inside All Four Rolex Manufacturing Facilities 

    Vintage Watchstraps Blog: Hans Wilsdorf and Rolex

    Business Breakdowns #65 Rolex: Timeless Excellence

    Luxury Strategy: Break the Rules of Marketing to Build Luxury Brands by Jean Noel Kapferer and Vincent Bastien 

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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

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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) 

    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?

    Get access to Founders Notes here

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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

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    (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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    Related Episodes

    #268 John Malone (Cable Cowboy)

    #268 John Malone (Cable Cowboy)

    What I learned from reading Cable Cowboy: John Malone and the Rise of the Modern Cable Business by Mark Robichaux.

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    Outline:

    Thread of highlights from Cable Cowboy by @Loadlinefinance

    Malone was stalwart about building long term value through leveraged cash flow. Earnings didn’t count. He wasn’t constrained by quarterly expectations.

    Malone built the pipes, then bought the water that flows through them.

    Malone took spartan operations to another level. Absolutely no bureaucracy. No waste. We don’t believe in staff. Staff are people who second-guess people.

    Malone averaged one M&A deal every two weeks over 15 years. That’s insane. These guys were slinging billion dollar deals like bowls of breakfast cereal.

    One of the best parts of the book is Robichaux’s exploration of Malone’s complex personality. It’s not just a fawning glow piece.

    The beginning of industries are always filled with cowboys, pirates, and misfits.

    This book— by far — has been the most requested book for me to cover on Founders for years.

    Founders episodes on Andrew Carnegie:

    Meet You In Hell: Andrew Carnegie Henry Clay Frick, and the Bitter Partnership That Transformed America by Les Standiford. (Founders #73)

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

    Founders episodes on JP Morgan:

    The House of Morgan: An American Banking Dynasty and the Rise of Modern Finance by Ron Chernow (Founders #139)

    The Hour of Fate: Theodore Roosevelt, J.P. Morgan, and the Battle to Transform American Capitalism by Susan Berfield (Founders #142)

    Mavericks Lecture: John Malone

    Two Rockefeller podcasts:

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

    John D: The Founding Father of the Rockefellers by David Freeman Hawke (Founders #254)

    Bob when recruiting John: You've got a great future here. If you can create it.

    Malone's top executives were rough riders.

    In 1972 TCI had $19 million in annual revenue and its debt load was an obscene $132 million.

    Magness learned to listen instead of talk.

    Successful people listen. Those who don’t listen, don’t survive long. —Michael Jordan Driven From Within by Michael Jordan and Mark Vancil (Founders #213)

    That $2,500 loan turns into hundreds of millions of dollars for his grandsons.

    New employees were asked can you walk 10 miles in 10 below zero weather?

    The cable companies hardly paid any taxes because of the high depreciation on the equipment.

    He skimmed the company's numbers, looked up at Betsy and blurted out, I'm gonna hire the smartest son of a bitch I can find.

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

    Once you make a guy rich don’t expect him to work hard. Very unusual people do that.

    You can identify an opportunity because you have deep knowledge about one industry and you see that there is an industry developing parallel to the industry that you know about. Jay Gould saw the importance of the telegraph industry in part because telegraph lines were laid next to railraod tracks.

    Edison: A Biography by Matthew Josephson (Founders #267)

    Dark Genius of Wall Street: The Misunderstood Life of Jay Gould, King of the Robber Barons by Edward J. Renehan Jr (Founders #258)

    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. — John D: The Founding Father of the Rockefellers by David Freeman Hawke (Founders #254)

    Malone thinks about his industry more than anyone else.

    He blundered early by suggesting in a meeting that Amazon executives who traveled frequently should be permitted to fly business-class. 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)

    Our experience has been that the manager of an already high-cost operation frequently is uncommonly resourceful in finding new ways to add to overhead, while the manager of a tightly-run operation usually continues to find additional methods to curtail costs, even when his costs are already well below those of his competitors. — Berkshire Hathaway Letters to Shareholders 1965-2018 by Warren Buffett (Founders #88)

    FedEx was fearful the bank would try to seize the mortgaged planes. The bank had a young officer keeping track of the situation. Every time he showed up at the airport, we would radio the planes not to land. It was all very touchy. — Overnight Success: Federal Express and Frederick Smith, Its Renegade Creator by Vance Trimble (Founders #151)

    How John described this point in his career: I'm the head of a little pipsqueak company in debt up to its ass, a couple million dollars in revenue, and not credit worthy to borrow from a bank. We're barely making it.

    Malone like the mathematics of it. Tax sheltered cash flow could be leveraged to land more loans, to create more tax sheltered cash flow.

    Stay in the game long enough to get lucky.

    Bowerman’s response to other coaches: “As a coach, my heart is always divided between pity for the men they wreck and scorn for how easy they are to beat.” —Bowerman and the Men of Oregon: The Story of Oregon's Legendary Coach and Nike's Cofounder by Kenny Moore. (Founders #153)

    "Forget about earnings. That's a priesthood of the accounting profession," he would preach, unrelentingly. "What you're really after is appreciating assets.”

    If you control distribution you get equity in return.

    My Life and Work by Henry Ford (Founders #266)

    Call Me Ted by Ted Turner

    When picking an industry to enter, my favorite rule of thumb is this: Pick an industry where the founders of the industry—the founders of the important companies in the industry—are still alive and actively involved.  — The Pmarca Blog Archive Ebook by Marc Andreessen (Founders #50)

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    #285 Jay Gould (How Jay Gould Built Wall Street's Biggest Fortune)

    #285 Jay Gould (How Jay Gould Built Wall Street's Biggest Fortune)

    What I learned from reading American Rascal: How Jay Gould Built Wall Street's Biggest Fortune by Greg Steinmetz.

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    [0:01] A series of spectacular financial triumphs had made Gould fabulously rich. At age thirty-six, he was the most notorious businessman in the country.

    [1:00] Vanderbilt told a newspaper that Gould was "the smartest man in America." Rockefeller, when asked who he thought had the best head for business, answered "Jay Gould" without pausing to think.

    They  recognized Gould as a master of his craft. No one disputed that he was an extraordinary problem solver, an unparalleled negotiator, an expert communicator, a lightning-fast thinker, and a masterful tactician with a staggering memory.

    [2:00] Railroads changed America in the nineteenth century much as automobiles changed the country in the twentieth century and the internet has changed the twenty first century.

    [5:00] American Rascal shows the complex and quirky character of the nineteenth century's greatest robber baron. He was at once praised for his brilliance by Rockefeller and Vanderbilt and condemned for forever destroying American business values by Mark Twain. He lived a colorful life, trading jokes with Thomas Edison, figuring in Thomas Nast's best sketches, paying Boss Tweed's bail, and commuting to work in a 200-foot yacht.

    [6:00] I consider this part two in a two part series on Jay Gould. Make sure you listen to part 1: Dark Genius of Wall Street: The Misunderstood Life of Jay Gould, King of the Robber Barons by Edward J. Renehan Jr. (Founders #258)

    [9:00] He read whatever he could get his hands on. Jay was often nowhere to be found. He was off hiding somewhere with his books.

    [10:00] He would wake up at three to study by firelight.

    [10:00] My Life and Work by Henry Ford. (Founders #266)

    [12:35] “As you know. I’m not in the habit of backing out of what I undertake, and I shall write night and day until it is completed.”

    [13:00] Relentless and self-confident: Gould toyed with the idea of college. He visited Rutgers, Yale, Harvard, and Brown. He concluded college was an expensive indulgence. Why bother with college when he could teach himself from books?

    [13:00] I am determined to use all my best energies to accomplish this life's highest possibilities.

    [22:00] The Almanack of Naval Ravikant: A Guide to Wealth and Happiness by Naval Ravikant and Eric Jorgenson. (Founders #191)

    [22:00] All I Want To Know Is Where I'm Going To Die So I'll Never Go There: Buffett & Munger – A Study in Simplicity and Uncommon, Common Sense by Peter Bevelin

    [26:00] Conspiracy: Peter Thiel, Hulk Hogan, Gawker, and the Anatomy of Intrigue by Ryan Holiday. (Founders #31)

    [30:00] The good ones know more. — Ogilvy on Advertising by David Ogilvy (Founders #82)

    [37:00] The story of how Gould seized Erie shows his brilliance as a financial strategist, his deep understanding of law, a surprising grasp of human nature, and a mastery of political reality.

    [41:00] Tycoon's War: How Cornelius Vanderbilt Invaded a Country to Overthrow America's Most Famous Military Adventurer by Stephen Dando-Collins (Founders #55)

    [42:00] There isn't any secret. I avoid bad luck by being patient. Whenever I'm obliged to get into a fight, I always wait and let the other fellow get tired first.

    [44:00] James J. Hill: Empire Builder of the Northwest by Michael P. Malone. (Founders #96)

    [52:00] Edison and Gould shared some traits. Both were born into poverty. Both thought about little beside their obsessions —inventions for Edison, money for Gould. Both worked all the time. Both had spent their childhoods reading anything that came their way.

    [53:00] Edison: A Biography by Matthew Josephson. (Founders #267)

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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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    #284 Andrew Carnegie and Henry Clay Frick

    #284 Andrew Carnegie and Henry Clay Frick

    What I learned from rereading Meet You in Hell: Andrew Carnegie, Henry Clay Frick, and the Bitter Partnership That Changed America by Les Standiford.

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    Follow one of my favorite podcasts Invest Like The Best  and check out these great episodes: 

    #137 Bill Gurley: All Things Business and Investing
    #88 Sam Hinkie: Data, Decisions, and Basketball
    #204 Sam Hinkie: Find Your People

    [0:01] Frick had been the man Carnegie trusted above all others to manage the affairs of Carnegie Steel.

    [2:00] Carnegie had delegated the job of holding the line on wages and other demands to Frick—a Patton to Carnegie's FDR.

    [3:00] The Autobiography of Andrew Carnegie by Andrew Carnegie.  (Founders #283)

    [5:00] Here's a starter pack of essentials  for Day 1 defense: customer obsession, a skeptical view of proxies, the eager adoption of external trends, and high-velocity decision making. —Jeff Bezos’s Shareholder Letters (Founders #282)

    [7:00] In less than half a century the United States had been transformed―from a largely agrarian and underdeveloped federation of competing interests, to a relatively cohesive economic juggernaut. The age of the Founding Fathers was over. The Age of the Titans had begun.

    [12:00] By 1863 Carnegie was earning more than $45,000 a year from this and all his other investments, compared with a mere $2,400 from his railroad salary. Yet he understood that it was the contacts he made and the information he derived from his association with the railroad that made everything else possible.

    [13:00] More control. Less costs. More profit.

    [15:00] Technology is just a better way to do something: As a result of the process for transforming iron to steel that bore his name (Bessemer), a quantity of steel that might formerly have taken as long as two weeks to produce could now be made in fifteen minutes.

    [17:00] Carnegie starts his company during a financial panic. The best time to expand is when no one else dares to take the risk.

    [20:00] Already the best but still wants to do better: Even his key employees were not spared Carnegie's heavy-handed management style. To almost every positive report Carnegie's response was "Good, but let us do better."

    [21:00] Cut the prices, scoop the market, watch the costs, and the profits will take care of themselves.

    [21:00] Hard Drive: Bill Gates and the Making of the Microsoft Empire by James Wallace and Jim Erickson (Founders #140)

    [22:00] He could make steel more efficiently than any of them.

    [24:00] Henry Clay Frick: The Life of the Perfect Capitalist by Quentin Skrabec Jr. (Founders #75)

    [24:00] Like Rockefeller, Henry Clay Frick used a lot of borrowed money to get his start in the coke business. There was a line in one of Rockefeller’s biographies where it said “he was the greatest borrower I’ve ever seen.”

    [26:00] Frick knew his business down to the ground.

    [26:00] LIke Carnegie, Frick expands his business during an economic panic. Frick, who would later recall this as one of the most grueling times in his life, proved as undaunted in the face of adversity as Carnegie had been.

    [34:00] Carneige was accustomed to obedience from his subordinates, but if he expected unquestioned subservience from Henry Frick, he had gravely miscalculated.

    [36:00] Frick was no puppet, but rather a man willing to take considerable risks in defense of his principles.

    [37:00] Frick had ambition, a singleness of purpose, and a lack of self—doubt that even Carneige envied.

    [38:00] Carnegie would repeat the mantra time and again: profits and prices were cyclical, subject to any number of transient forces of the marketplace. Costs, however, could be strictly controlled, and in Carnegie’s view, any savings achieved in the costs of goods were permanent.

    [39:00] On this issue the two men were of one mind. Frick had made his way in coke by the same reckoning that Carnegie had in rail and steel: if you knew your costs down to the penny, you were always on firm ground.

    [39:00] Frick had always understood how essential new technologies were in driving costs down. Cost control became nearly an obsession.

    [47:00] [Frick was shot] Only after he was finished with his day’s work did Frick permit himself to be carried from the office to an ambulance.

    [49:00] You must not allow anything to discourage you in the least. Even if things do not go well for some time to come, or even if they should get much worse. Just keep at it, doing the best you can. Do not allow the fact that you are not getting along as well as you would like to lead you to put yourself in a compromising position.

    [1:03:00] Empires of Light: Edison, Tesla, Westinghouse, and the Race to Electrify the World by Jill Jonnes. (Founders #83)

    [1:04:00] J.P. Morgan understood the folly of a long-term battle with the Carnegie Company, a firm that controlled its own sources of raw materials, transport, and manufacture, and that was far more deeply capitalized than his or any other of the upstarts. They might stay in the game for a while, and they might put a dent in Carnegie's armor, but in the end, Carnegie would run them into the ground, every one.

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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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    #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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    #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

    Be like Gareth. Buy a book. It's good for you. It's good for Founders. A list of all the books featured on Founders Podcast.