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    • From the lives of Ralph Lauren and Brunello Cucinelli, we learn that founding a business is just the beginning of a lifelong journey.Entrepreneurship is a lifelong journey filled with passion, challenges, and growth, whether starting a new business or selling an existing one.

      Successful entrepreneurs like Ralph Lauren and Brunello Cucinelli have dedicated their lives to their businesses, which they started decades ago. Founding a business is often just the beginning of a lifelong journey. For those looking to sell their business, Tiny offers a simple solution with a quick process. Brunello Cucinelli found success by going against the norm, and Tiny does the same by making selling a business easy. As we listen to the episode, we'll learn how Brunello Cucinelli's passion and ideas have shaped his company and life. Reflecting on the past, Brunello values memories and ideas, recognizing the importance of personal experiences in shaping who we are. Whether starting a new business or looking to sell an existing one, the journey of entrepreneurship is filled with passion, challenges, and growth.

    • The value of solitude and self-reflection for personal growthEngaging in solitary activities like reading and introspection can lead to a deeper understanding of oneself and one's life purpose.

      Importance of solitude and self-reflection in personal growth and understanding one's life purpose. Brunello Cucinelli, an entrepreneur and philosopher, shares his experiences of engaging in "solitary literary conversations with ancient scholars" through reading, which led him to a deeper understanding of himself and his passion for humanistic capitalism. He also reflects on his past desire to become a priest, which illustrates his longing for a contemplative and introspective lifestyle. Despite the challenges of finding resources to access his autobiography, the speaker expresses the profound impact Brunello's words have had on him and emphasizes the significance of listening to one's inner voice and beliefs. Overall, this conversation highlights the value of introspection and the pursuit of knowledge as essential components of personal development.

    • Discovering and fulfilling one's mission in lifeValue silence, observation, and introspection to discover your mission and live it with joy and purpose.

      Learning from the discussion about Brunello Omnigli's life and philosophy is the importance of discovering and fulfilling one's mission in life with joy and purpose. Brunello grew up in a simple, rural household where he learned the value of silence, observation, and thinking. Despite their poverty, he cherished his childhood and the close-knit community. He emphasized the importance of having alone time to think and reflect, a habit that served him well in his entrepreneurial pursuits. Brunello saw himself as a man on a mission, using his skills and qualities to serve his neighbor and make a positive impact on the world. His early life experiences shaped his values and prepared him for his mission, teaching him the importance of silence, observation, and introspection. These lessons have relevance for us all, encouraging us to give ourselves time to think, observe, and discover our own unique missions and purposes.

    • Staying grounded in values and relationshipsBrunello's autobiography highlights the importance of being a good person, staying sane amidst wealth, and instilling values in the next generation. It also acknowledges the paradox of wealth and encourages offering words of encouragement to younger people.

      Learning from Brunello's autobiography is the importance of being a good person and staying sane, even when faced with great wealth. Brunello's relationship with his father, who emphasized the importance of being a good man above all else, influenced Brunello's own values. He shares his desire to instill these values in his granddaughters, even in their sleep. Brunello also reflects on the paradox of wealth, acknowledging that it is not as easy to manage as commonly thought, and that living with little can protect us from unpredictable events. He expresses his longing for solitude and encourages those in a position to do so to offer words of encouragement to younger people. A notable example of this is Henry Ford's encounter with Thomas Edison, where Ford's determination and ideas were encouraged, leading to his success in the automobile industry. Overall, Brunello's autobiography emphasizes the importance of staying grounded in values and relationships, even in the face of wealth and success.

    • Mentors and Repetition: Powerful Tools for Personal Growth and Business SuccessGreat entrepreneurs, like Henry Ford and Brunello Cucinelli, were influenced by mentors, the power of repetition, and the wisdom of the past through books. These tools contributed to their personal growth and business success.

      The influence of mentors and the power of repetition played significant roles in the lives and successes of Henry Ford, Brunello Cucinelli, and Brunello's late uncle. Henry Ford was encouraged by Thomas Edison during a crucial moment in his entrepreneurial journey. Brunello's uncle believed in his potential and instilled a sense of self-worth and greatness in him. Both men's lives were shaped by the books they read and reread, connecting them to thinkers of the past. Brunello's father also imparted valuable lessons through repetition, instilling a sense of morality and determination in his son. Great entrepreneurs, like Ford and Cucinelli, hold onto a few core ideas and repeat them consistently, inspiring and guiding their teams. Books, mentors, and repetition serve as powerful tools for personal growth and business success.

    • Lessons from the past guide us todayAncient wisdom and hard work shape Brunello Cucinelli's life and philosophy. Beauty arises from dedication, order, and patience. Adaptability and respect for the past are essential for success.

      Importance of wisdom from the past and the value of hard work and patience. The speaker shares anecdotes from Brunello Cucinelli's book about conversations with his father and grandfather, emphasizing the lessons they imparted that continue to guide him. These lessons include the connection between beauty and work, the importance of order and patience, and the ability of humans to adapt to difficult circumstances. The speaker also highlights Brunello's admiration for ancient Greek culture and its influence on his life. Overall, the discussion underscores the enduring impact of the past on our present and the value of learning from the experiences of those who came before us.

    • The impact of upbringing on successDespite financial limitations, the values instilled in individuals during their upbringing, like hard work, devotion, sacrifice, human connections, and personal growth, significantly impact their success in life. Prioritize intangible assets and avoid work that negatively impacts well-being.

      The values instilled in individuals during their upbringing, despite financial limitations, can significantly impact their success in life. The discussion highlights the stories of a man whose parents' lack of education and resources led them to prioritize the importance of hard work, devotion, and sacrifice. Another man, who chose to reinvest in his community instead of leaving for the city, emphasized the value of staying true to one's beliefs and prioritizing human connections over material wealth. The experiences of these individuals illustrate the importance of valuing intangible assets, such as relationships and personal growth, over external markers of success. Additionally, the importance of avoiding work that negatively impacts one's well-being, such as soul-crushing jobs or overreliance on technology, was emphasized. Overall, the discussion encourages us to appreciate the importance of the lessons we learn from our past experiences and to prioritize the values that truly matter in life.

    • Exploring Cafes and Discovering Life LessonsCafes offer opportunities for meaningful discussions and experiences that can lead to personal growth and the discovery of new ideas or philosophies. One's formative years spent in such environments can shape one's entrepreneurial philosophy and drive a desire to promote human dignity.

      Knowledge and information are not the same, and meaningful discussions and experiences, like those had in cafes, can lead to valuable life lessons and personal growth. The author shares how his formative years were spent in Italian cafes, where he was exposed to diverse perspectives and intellectual discussions on various topics. These experiences led him to discover philosophy and eventually shape his entrepreneurial philosophy, driven by the desire to foster human dignity. A pivotal moment in his life was witnessing his father's humiliation at work, which inspired him to create a business that would promote moral and economic dignity for people. The author's experiences highlight the importance of human connection and the power of one idea or book to change the course of one's life.

    • Following instincts and creating a pleasant workplace led to Brunello Cucinelli's successStarting with no resources, Brunello Cucinelli's success came from following his instincts and creating a workplace that prioritized human relationships and creativity.

      Following your instincts and embracing recklessness can lead to success, even when starting a business with limited resources. This is the story of a man named Brunello Cucinelli, who fell in love with a woman from Solomeo and was inspired by her beauty and the unique qualities of her village. At 24, he was hired as a model for a sportswear company and became interested in fashion. He later founded his own company, focusing on manufacturing high-quality cashmere sweaters for women. Despite initial reluctance from suppliers to produce colored cashmere, Brunello persisted, following his instincts and eventually convincing them. He prioritized creating a pleasant workplace with long breaks and fair wages, allowing for human relationships and creativity to thrive. Starting with no money, he relied on the generosity of a supplier to provide him with cashmere yarn, promising to pay when he had his first earnings. This moment, where he convinced a renowned cashmere dyer to create colored cashmere, was the most important moment in his life and the turning point for his business.

    • The power of support and belief in achieving successBelief and support from key individuals can transform a struggling entrepreneur into a billionaire. Having a larger goal beyond personal success can provide a sense of purpose and drive determination.

      Brunello's transformation from a poor, uneducated peasant to a billionaire entrepreneur was significantly influenced by the support and belief of a few key individuals. These individuals, who Brunello refers to as his "angels," took a chance on him and his fledgling business, providing him with the necessary capital and encouragement to succeed. This experience, as Brunello reflects, reminded him of the movie "It's a Wonderful Life," where the main character is saved by the belief and support of those around him. Brunello's enthusiasm and determination were constant, even when his business knowledge was limited and his competitors unknown. This experience also led Brunello to have a larger goal than just his individual company, which was the restoration of a medieval hamlet called Solomeo. This goal gave him a sense of purpose beyond his business success and became the headquarters for his company. Overall, Brunello's story highlights the importance of support, belief, and having a larger goal in achieving success.

    • A humanistic approach to entrepreneurshipEntrepreneur Brunello Cucinelli prioritized people and community over profit, paid higher wages, no wage difference, and expected standard work hours, attracting international attention for his unique business practices and humanistic capitalism.

      Successful entrepreneurship is rooted in values that prioritize people and community over profit alone. Brunello Cucinelli, the owner of a castle in Italy, applied this philosophy when he bought the castle with the intention of preserving it and turning it into a business that would benefit everyone. He grew his company, Solomeo, by doing the opposite of what others were doing during a time when people were leaving villages for the city. Cucinelli's humanistic capitalism involves making a profit without harming people or things and using a portion of earnings to improve human life. He pays higher wages, has no wage difference between employees, and expects everyone to work from 8 AM to 5:30 PM. His unconventional business practices attracted international attention, leading to widespread recognition for his company and its products. Cucinelli expanded his business by listening to customer requests and designing a total look collection for men and women. He even borrowed ideas from his personal wardrobe, similar to Ralph Lauren. Despite the success of his public company, Cucinelli's focus remained on people and community, making him a trailblazer in entrepreneurship.

    • Supporting family in business but emphasizing the need for qualifications and skillsEncourage family involvement in business but emphasize the importance of earning qualifications and skills to effectively lead.

      While passing down business ownership to family members is a possibility, the ability to run a successful business is not automatically inherited. Brunello Cucinelli emphasized this point, sharing that he would support his daughter's desire to work in the company but reminded her that she would need to earn the qualifications and skills to effectively lead. He also shared insights from Sam Walton's autobiography, expressing pride in not pushing his kids too hard and encouraging them to find their unique paths. During the 2008 financial crisis, Brunello gathered his employees and encouraged them to focus on what they could control – being more organized, creative, and brilliant – as the future was uncertain and beyond their control. This experience underscored the importance of embracing enthusiasm and youthful recklessness to make bold business decisions.

    • Embracing Wisdom and CraftsmanshipSuccessful entrepreneur Brunello Cucinelli values wisdom, craftsmanship, and simplicity, preserving old skills, listening to elders, and striving for financial stability.

      As we age, the wisdom we gain can replace youthful recklessness, but it's important not to completely abandon spontaneity for reason. Brunello Cucinelli, a successful entrepreneur, emphasizes the importance of preserving old crafts and skills, and he founded a school to teach them. He believes that the ability to run a company cannot be inherited and that simple, fair work is essential for a fulfilled life. Cucinelli also believes in the importance of listening to older, wiser people and striving for simplicity in both work and words. He took his company public to become more international and financially sound, and he believes that having enough is a form of wealth. Overall, Cucinelli's philosophy emphasizes the importance of wisdom, craftsmanship, and simplicity in living a fulfilling life.

    • The importance of living an extraordinary life and the value of listeningBuild an extraordinary reality daily, listen to learn from the past and present, and share joys and sorrows with loved ones for a better future

      Learning from the discussion between Om Malik and Brunello Cucinelli is the importance of living an extraordinary life and the value of listening. Brunello advised enthusiastically building an extraordinary reality every day, encouraging ambition and not letting others discourage you. He also emphasized the importance of listening to learn from the past and present, as the past is essential nourishment for the future. By listening to the elderly, parents, and peers, we can share joys and sorrows, reap the golden fruits of the future, and live better. If you're unable to read the book, check out the article linked below for more insights into Brunello's thoughts and beliefs. To receive my top ten highlights from each book I read, sign up for my free email newsletter or support the podcast by subscribing to Founders Premium for access to exclusive AMA episodes.

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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) 

    (12:00) Control as much of your business as possible. You don’t want to have to worry about what is going on in the other guy’s shop.

    (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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    (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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    (41:00) Two principles he repeats:

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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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    (2:00) Vice President Nelson Rockefeller did me the honor of saying that my entrepreneurial success in the oil business put me on a par with his grandfather, John D. Rockefeller Sr. My comment was that comparing me to John D. Sr. was like comparing a sparrow to an eagle. My words were not inspired by modesty, but by facts.

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

    (20:00) Entrepreneurs are people whose mind and energies are constantly being used at peak capacity.

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

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    -They concentrated on making their companies more efficient 

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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.

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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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    (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.

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    (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

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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?

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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)

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    (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.

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    (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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    If you want me to speak at your company go here

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

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

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

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

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

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

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

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

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

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

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

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

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    Michael Jordan In His Own Words

    Michael Jordan In His Own Words

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

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    Episode Outline: 

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

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

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

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

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

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

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

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

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

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

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    Founders
    en-usMay 12, 2024

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    16.  A summary of Charlie Munger on incentives:

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

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

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

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    #347 How Walt Disney Built His Greatest Creation: Disneyland

    #347 How Walt Disney Built His Greatest Creation: Disneyland

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

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

    We were quite wrong.

    He had, instead, created his masterpiece.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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    #346 How Walt Disney Built Himself

    #346 How Walt Disney Built Himself

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

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

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

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

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

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

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

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

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

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

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

    His name was Walt Disney.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    He made all the important product decisions.

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

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

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

    He was always easy to understand.

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

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

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

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

    Much like the Greek Oracle, Steve foretold the future.

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

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

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

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

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

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

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

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    #333 Red Bull's Billionaire Maniac Founder: Dietrich Mateschitz

    #333 Red Bull's Billionaire Maniac Founder: Dietrich Mateschitz

    What I learned from reading The Red Bull Story by Wolfgang Fürweger and Red Bull's Billionaire Maniac by Duff McDonald. 

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    (1:30) "In literal financial terms, our sports teams are not yet profitable, but in value terms, they are," he says. "The total editorial media value plus the media assets created around the teams are superior to pure advertising expenditures."

    (2:30) "It is a must to believe in one's product. If this were just a marketing gimmick, it would never work."

    (5:00) 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."

    (7:30) The most dangerous thing for a branded product is low interest. (Edwin Land: The test of an invention is the power of an inventor to push it through in the face of the staunch-not opposition, but indifference-in society. (Indifference is your enemy)

    (9:00) Nike, Adidas and Vans episodes:

    Shoe Dog: A Memoir by the Creator of Nike by Phil Knight. (Founders #186)

    Sneaker Wars: The Enemy Brothers Who Founded Adidas and Puma and The Family Feud That Forever Changed The Business of Sports by Barbara Smit. (Founders #109)

    Authentic: A Memoir by the Founder of Vans by Paul Van Doren. (Founders #216)

    (11:00) The lines between Red Bull, Red Bull athletes, and Red Bull events are blurry on purpose. To Mateschitz, it's just one big image campaign with many manifestations.

    (12:00) He has no plans to sell or take Red Bull public. "It's not a question of money. It's a question of fun. Can you imagine me in a shareholders' meeting?”

    (13:00) Red Bull’s Billionaire Maniac https://www.bloomberg.com/news/articles/2011-05-19/red-bulls-billionaire-maniac

    (16:00) He is universally described as a person with great charisma.

    (16:30) The Invisible Billionaire: Daniel Ludwig by Jerry Shields. (Founders 292)

    (17:00) He has a fierce desire for privacy. He buys a society magazine to make sure he never appears in it.

    (22:00) There is no market for Red Bull. We will create one.

    (24:00) Estée Lauder: A Success Story by Estée Lauder.  (Founders #217)

    (30:00) the NEW Poor Charlie's Almanack: The Wit and Wisdom of Charlie Munger. (Founders #329)

    (31:00) Gossip and malicious rumors are worth more than the most expensive publicity campaign in the world.” — Dior by Dior: The Autobiography of Christian Dior (Founders #331)

    (36:00) Control your costs and maintain financial discipline even when making record profits.

    (38:00) Cult brands have their own laws, otherwise they would not be cultish.

    (38:00) Red Bull is Dietrich Mateschitz and Dietrich Mateschitz is Red Bull.

    (38:00) Many companies outsource their marketing and advertising activity. Red Bull consistently took the opposite route: It outsourced production and distribution and takes care of sales and advertising itself.

    (40:00) Charlie Munger and John Collison on Invest Like The Best #355 

    Rolex: Timeless Excellence on Invest Like The Best 

    (41:00) If you are making a physical product make it look different from its competitors from the start.

    (43:00) Everything is marketing.

    (45:00) Never do anything that compromises your survival.

    (46:00) He keeps his empire constantly in motion

    (46:00) All corporate projects like Formula 1, football, Air Race, and media serve the core business: the sale of the energy drink.

    (47:00) This is a battle for attention.

    (49:00) Red Bull owns their events. They never relinquish media rights to any event. They invest in making the content and then they give their content to other media distributors for free. A very clever way to multiply their advertising and marketing spend.

    (52:00) The Bugatti Story by L’Ebe Bugatti. (Founders #316)

    The Dream of Solomeo: My Life and the Idea of Humanistic Capitalism by Brunello Cucinelli. (Founders #289)

    (54:00) Why he moved Red Bull’s headquarters to a little village on a lake: The aim was to create a more pleasant working atmosphere.

    (54:00) On why fitness is so important to him: “Everything that gives me pleasure in life is connected with a certain physical fitness and physical well-being. I like going to the mountain, I like skiing, I like sailing, I like riding a motorbike, I like fooling around - and everything is connected with a minimum of physical agility, motor skills, dexterity, strength, stamina. In order to enjoy it outdoors, I need the indoor program.”

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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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    #290 Bill Gates

    #290 Bill Gates

    What I learned from rereading Hard Drive: Bill Gates and the Making of the Microsoft Empire by James Wallace and Jim Erickson.

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    Gates read the encyclopedia from beginning to end when he was only seven or eight years old.

    Gates had an obsessive personality and a compulsive need to be the best.

    Everything Bill did, he did to the max. What he did always went well, well beyond everyone else.

    You want to maneuver yourself into doing something in which you have an intense interest. —  Poor Charlie's Almanack: The Wit and Wisdom of Charles T. Munger.

    Gates devoured everything he could get his hands on concerning computers and how to communicate with them, often teaching himself as he went.

    A young man with no money and tons of enthusiasm. — The Dream of Solomeo: My Life and the Idea of Humanistic Capitalism by Brunello Cucinelli. (Founders #289)

    He consumed biographies to understand how the great figures of history thought.

    The idea that some people were super successful was interesting. What did they know? What did they do? What drove those kinds of successes?

    Idea Man: A Memoir by the Cofounder of Microsoft by Paul Allen. (Founders #44)

    “I’m going to make my first million by the time I'm 25.” It was not said as a boast, or even a prediction. He talked about the future as if his success was predestined.

    Gates and Allen were convinced the computer industry was about to reach critical mass, and when it exploded it would usher in a technological revolution of astounding magnitude. They were on the threshold of one of those moments when history held its breath... and jumped, as it had done with the development of the car and the airplane. They could either lead the revolution or be swept along by it.

    Bill had a monomaniacal quality. He would focus on something and really stick with it. He had a determination to master whatever it was he was doing. Bill was deciding where he was going to put his energy and to hell with what anyone else thought.

    Don’t do anything that someone else can do. — Edwin Land

    You've got to remember that in those days, the idea that you could own a computer, your own computer, was about as wild as the idea today of owning your own nuclear submarine. It was beyond comprehension.

    There would be no unnecessary overhead or extravagant spending habits with Microsoft.

    “Pertec kept telling me I was being unreasonable and they could deal with this guy [Gates]. It was like Roosevelt telling Churchill that he could deal with Stalin.

    Four years in and Microsoft had only 11 employees.

    Gates sustained Microsoft through tireless salesmanship. For several years he alone made the cold calls and haggled, cajoled, browbeat, and harangued the hardware makers of the emerging personal computer industry, convincing them to buy Microsoft's services and products. He was the best kind of salesman there is: he knew the product, and he believed in it. Moreover, he approached every client with the zealotry of a true believer.

    When we got up to 30 employees, it was still just me, a secretary, and 28 programmers. I wrote all the checks, answered the mail, took the phone calls.

    This might be Bill’s most important decision ever: IBM had talked to Gates about a fixed price for an unlimited number of copies of the software Microsoft licensed to IBM. The longer Gates thought about this proposal the more he became convinced it was bad business. Gates had decided to insist on a royalty arrangement with IBM.

    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. 

    Driven From Within by Michael Jordan and Mark Vancil. (Founders #213)

    Overdrive: Bill Gates and the Race to Control Cyberspace by James Wallace. (Founders #174)

    You can drive great people by making the speed of decision making really slow. Why would great people stay in an organization where they can't get things done? They look around after a while, and they're, like, "Look, I love the mission, but I can't get my job done because our speed of decision making is too slow."

    Invent and Wander: The Collected Writings of Jeff Bezos (Founders #155)

    Alexander the Great: The Brief Life and Towering Exploits of History's Greatest Conqueror--As Told By His Original Biographers by Arrian, Plutarch, and Quintus Curtius Rufus. (Founders #232)

    Gates was intolerant of distractions.

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    #288 Ralph Lauren

    #288 Ralph Lauren

    What I learned from reading Ralph Lauren: The Man Behind the Mystique by Jeffrey Trachtenberg.

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    [2:01] When I lumped him together with a handful of other designers during casual conversation, he snapped: “Don't put me with those designers. My business is not compared to anybody else's."

    [3:00] In practice Ralph Lauren is a tough, intensely ambitious businessman.

    [3:00] Ralph has always possessed immense self-confidence; it is central to his character, an asset as valuable as his sense of color, fabric, style.

    [4:00] Coco Chanel: The Legend and the Life by Justine Picardie. (Founders #199)

    [7:00] Few outsiders understood fully how lucrative the licensing business had become. Ralph would have been a successful designer in his own right. However, he would never have qualified as one of the world's richest men without licensees willing to pay him 5 to 7 percent of sales.

    [7:00] His privately held fashion empire was on the brink of bankruptcy. Geffen surmised that the company should be transformed from a manufacturing firm to a design, marketing, and licensing company. "You guys stink at manufacturing," he said. "You need to get out of that business." Instead, Geffen continued, the company needed to focus on what it really knew: how to design and market the Calvin Klein brand name. — The Operator: David Geffen Builds, Buys, and Sells The New Hollywood by Tom King

    [14:00] When my customers come to me, they like to cross the threshold of some magic place; they feel a satisfaction that is perhaps a trace vulgar but that delights them: they are privileged characters who are incorporated into our legend. For them this is a far greater pleasure than ordering another suit.” —Coco Chanel, 1935

    [16:00] What he lacked in experience he compensated it for an energy and enthusiasm.

    [17:00] Differentiation is survival. — Jeff Bezos Jeff Bezos' Shareholder Letters (Founders #282)

    [19:00] Mediocrity is always invisible until passion shows up and exposes it.

    [22:00] From the beginning I've been aware of the need to sell everybody. — Becoming Trader Joe: How I Did Business My Way and Still Beat the Big Guys by Joe Coulombe. (Founders #188)

    [26:00] Difference for the sake of it. In everything. Because it must be better. From the moment the idea strikes, to the running of the business. Difference, and retention of total control. — Against The Odds: An Autobiography by James Dyson (Founders #200)

    [28:00] Made in Japan: Akio Morita and Sony by Akio Morita. (Founders #102)

    [32:00] Intransigence is my only weapon. — Charles de Gaulle by Julian Jackson. (Founders #224)

    [41:00] It's torture being a partner to somebody you don't want to be a partner with.

    [45:00] On a Thursday night he wins an award for best men’s wear designer. The next day he could not meet his payroll.

    [49:00] When bills come due, only cash is legal tender. Don't leave home without it. — The Essays of Warren Buffett by Warren Buffett and Lawrence Cunningham. (Founders #227)

    [54:00] You can make a lot of different mistakes and still recover if you run an efficient operation. Or you can be brilliant and still go out of business if you’re too inefficient. — Sam Walton: Made In America by Sam Walton.

    [55:00] The thing that set Ralph apart was his single-mindedness of purpose. Everybody else moved from place to place, from trend to trend. He wasn't trendy. He stayed with it. It's the single most important thing about him. To this day there are people walking around saying Ralph Lauren isn't that special, I could have done it. It's the weirdest thing. They couldn't be more wrong. Ralph is the most special guy in the apparel business.

    [55:00] Graham Duncan on the Tim Ferriss Show

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    #343 The Eternal Pursuit of Unhappiness: David Ogilvy

    #343 The Eternal Pursuit of Unhappiness: David Ogilvy

    What I learned from reading 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. 

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    (0:01) But what did David actually mean by divine discontent? Here's an interpretation:

    DON'T BOW YOUR HEAD.

    DON'T KNOW YOUR PLACE.

    DEFY THE GODS.

    DON'T SIT BACK.

    DON'T GIVE IN.

    DON'T GIVE UP.

    DON'T WIN SILVERS.

    DON'T BE SO EASILY HAPPY WITH YOURSELF.

    DON'T BE SPINELESS.

    DON'T BE GUTLESS.

    DON'T BE TOADIES.

    DON'T GO GENTLE INTO THAT GOOD NIGHT.

    AND DON'T EVER, EVER ALLOW A SINGLE SCRAP OF RUBBISH OUT OF THE AGENCY

    (5:00) We have to work equally hard to replace the old patterns of self-defeating behaviors. An old Latin proverb tells us how: a nail is driven out by a nail, habit is overcome by habit.

    (7:00) Brilliant thinking is rare, but courage is in even shorter supply than genius. — Zero to One: Notes on Startups, or How to Build the Future by Peter Thiel. (Founders #278)

    (7:00) Fear is a demon that devours the soul of a company: it diminishes the quality of our imagination, it dulls our appetite for adventure, it sucks away our youth. Fear leads to self-doubt, which is the worst enemy of creativity.

    (10:00) Trust is one of the greatest economic forces on earth. —  The NEW Poor Charlie's Almanack: The Wit and Wisdom of Charlie Munger. (Founders #329)

    (13:00) How great we become depends on the size of our dreams. Let's dream humongous dreams, put on our overalls, go out there and build them.

    (14:00) If you asked an oracle the secret to doing great work and the oracle replied with a single word my bet would be on “curiosity” — How To Do Great Work by Paul Graham. (Founders #314)

    (17:00) Only dead fish go with the flow.

    (18:00) If I have to choose between agreement and conflict, I’ll take conflict every time. It always yields a better result. — Jeff Bezos

    (20:00) It's the cracked ones that let light into the world.

    (20:00)

    Rule #1. There are no rules.
    Rule #2. Never forget rule #1.

    (21:00) Bureaucracy has no place in an ideas company.

    (23:00) You see, those who live by their wits go to work on roller coasters. The ride is exhilarating, but one has to have a stomach of titanium. For starters, you're never a hundred per cent certain you'll ever get there. If you (even) get to your destination, you sometimes wonder why you've ever bothered.

    Other times the scenery pleasantly surprises you.

    (24:00) Discovery consists of seeing what everyone has seen and thinking what nobody has thought.

    (25:00) God is with those who persevere.

    (25:00) Dogged determination is often the only trait that separates a moderately creative person from a highly creative one.

    That's because great work is never done by temperamental geniuses, but by obstinate donkey-men.

    (26:00) Against the Odds: An Autobiography by James Dyson (Founders #300)

    (26:00) We are what we repeatedly do. Our character is a composite of our habits. Habits constantly, daily, express who we really are.

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