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    • The meeting of Royce and Rolls in 1904A shared passion for excellence led aristocrat Rolls and self-made man Royce to form Rolls-Royce, revolutionizing the auto industry with a focus on high-quality, luxurious cars.

      The historic first meeting between Henry Royce and C. S. Rolls in 1904 marked the beginning of Rolls-Royce, a prestigious British automobile company. Despite their contrasting backgrounds, they shared a common goal of selling the best cars in the world. Rolls, an aristocrat, had been selling foreign cars due to the lack of English alternatives he liked, but was hesitant to start a factory due to inexperience and risks. Royce, on the other hand, was a self-made man with a passion for engineering and innovation. The night before he died, Royce drew a sketch of an adjustable shock absorber, demonstrating his unwavering dedication to his work. When Rolls was introduced to Royce's work, he was initially skeptical about 2-cylinder engines but was impressed by the quality. This encounter led to a partnership that revolutionized the automobile industry, with a focus on producing high-quality, luxurious cars. The story of Henry Royce's passion and dedication serves as a reminder of the importance of persistence and innovation in building successful companies.

    • Henry Royce's tough upbringing fuels his car manufacturing ventureDespite a difficult childhood and economic struggles, Henry Royce's strong work ethic and determination led him to start manufacturing cars, which ultimately led to the formation of Rolls-Royce.

      Henry Royce's challenging upbringing and economic circumstances played a significant role in his decision to start manufacturing cars. During a post-war slump, Royce, an engineer by training, saw an opportunity to save his company by producing motor cars. His early life, marked by poverty and hardship, instilled in him a strong work ethic and determination to succeed. Despite facing personal and economic challenges, Royce's perseverance led him to become an apprentice at a railroad company and eventually, start making cars. The timing of this transition proved crucial, as he met Rolls at a time when Rolls was looking for new sources of cars. Together, they formed a successful partnership that would become Rolls-Royce.

    • Henry Royce's struggle during trade depression and rise to fame in electricity industryHenry Royce, despite facing unemployment and long hours during trade depression, used his passion for engineering and innovation to make significant advancements in electricity industry, leading to the establishment of his own business and future success in automobile and aerospace industries.

      Henry Royce, the brilliant engineer and co-founder of Rolls-Royce, faced numerous challenges during his early career. During a period of trade depression, he struggled to find employment and worked long hours for meager pay. Despite these hardships, Royce's passion for engineering and innovation led him to make significant advancements in the field of electricity. He started his own business, f h Royce and Company, and quickly gained fame for his innovations in dynamos. Royce's ability to improve upon existing technologies set him apart and paved the way for his future success in the automobile and aerospace industries. Through his perseverance and ingenuity, Royce transformed the world of engineering and left a lasting impact on history.

    • Henry Royce's determination and perseverance led Rolls Royce to groundbreaking innovationsRoyce's dedication to improving machines and reinvesting profits kept Rolls Royce afloat during financial struggles, leading to innovations like high-quality airplane engines.

      Determination and perseverance were key factors in Henry Royce's success in founding Rolls Royce. Despite facing numerous challenges and financial struggles in the early days of his business, Royce's dedication to improving existing machines and reinvesting profits kept the company afloat. His unwavering commitment to his work led to groundbreaking innovations, such as high-quality airplane engines, which would shape the future of manufacturing. However, it's important to remember that everyone encounters difficult times, and there's no easy formula for knowing when to quit or persist. Considering the potential opportunities foregone by giving up is a helpful way to make informed decisions. Additionally, while hard work and dedication can lead to great achievements, it's essential to prioritize self-care, such as getting enough sleep, to maintain overall well-being.

    • The Power of Being Poor, Smart, and DeterminedIndividuals with the PSD trait can achieve remarkable accomplishments despite adversity through intelligence, determination, and adaptability.

      The personality trait of being poor, smart, and determined (PSD) can lead individuals to incredible achievements despite challenging circumstances. Royce, a classic example of a PSD, used his intelligence, determination, and adaptability to create high-quality products and eventually enter the car industry. His relentless pursuit of perfection and frustration with existing offerings led him to innovate and create new products, such as the Royce car. This mindset, driven by necessity and determination, is a powerful force that can lead to remarkable accomplishments. However, it raises the question of how to instill this drive in children who may not face the same early adversity. The stories of Royce and innovators like James Dyson remind us of the potential for greatness that lies within those who refuse to accept inadequacy and are determined to improve upon the status quo.

    • Improving upon existing products or marketsEntrepreneurs can create successful businesses by focusing on improving existing products or markets, paying close attention to detail, and offering high-quality alternatives.

      Identifying opportunities for entrepreneurship often involves improving upon existing products or markets rather than inventing something entirely new. Royce, for instance, saw the potential in the motor car industry and focused on creating the best cars by improving on existing designs. This approach can be seen in the success stories of other entrepreneurs like Dyson, who targeted markets with existing demand and offered better alternatives. Paying close attention to detail and focusing on creating high-quality products can help entrepreneurs stand out in their respective markets and build successful businesses. As Arthur, Rolls Royce's manager, noted, it was Royce's thoroughness and attention to detail that set his motor cars apart from others, resulting in their superlative qualities. Entrepreneurs can learn from Royce's example and strive for excellence in their chosen fields, even if they are not inventing something new.

    • The Challenge of Striving for ExcellenceBelieve in your abilities, be your biggest fan and harshest critic, and continuously seek self-improvement for significant personal and societal gains.

      Striving for excellence and paying meticulous attention to detail, even in seemingly insignificant areas, can be incredibly inspiring. However, it's important to remember that such dedication may not come easily, and one may encounter difficult personalities along the way. Royce, as an example, was an engineering genius known for his detail-oriented approach, but he was also challenging to work with. It's crucial to believe in one's abilities and be one's biggest fan, but also to be one's harshest critic. This balance can help identify areas for improvement and lead to growth. As Tim Urban's essay "Grand Theft Life" suggests, taking a step back and analyzing oneself objectively can be a helpful exercise in self-improvement. Ultimately, embracing the challenge of striving for excellence and continuously seeking self-improvement can lead to significant personal and societal gains.

    • Henry Royce's Unwavering Commitment to QualityHenry Royce's leadership style was characterized by a demanding, hands-on approach that prioritized perfection and attention to detail, shaping Rolls Royce into a legendary brand known for its commitment to quality.

      Exceptional leaders, like Henry Royce, have an unwavering commitment to quality and demand the same from those around them. Royce's leadership style was demanding and hands-on, pushing himself and his team to excel in every aspect of their work. His focus on perfection and attention to detail set Rolls Royce apart from competitors, creating a legacy of excellence that continues to this day. Despite the challenges and disagreements with his partner, Royce's vision and determination led him to diversify into new businesses, including car manufacturing. The early Rolls Royce cars were not revolutionary in their parts but in their excellence as a whole, a testament to Royce's unique mindset and leadership. Ultimately, Royce's relentless pursuit of quality shaped the Rolls Royce brand into one of the most renowned in the world.

    • Rolls Royce's Reputation and Quality: A Key Factor in SuccessA strong brand reputation and focus on research can give businesses a competitive edge, even if products aren't objectively better.

      The reputation and quality of a brand, such as Rolls Royce, can significantly impact its success, even if the products are not objectively better than competitors. The compounding effect of a strong reputation can make it difficult for new companies to compete, as consumers may not be able to tell the difference. Rolls Royce's focus on scientific design and research, as well as Royce's personal involvement in the development of the factory buildings, contributed to the brand's reputation for high-quality cars. Entrepreneurs and founders often have a desire for control, and this desire can lead them to put in the extra effort to research and study their industry, much like Royce did with metals and scientific design. The attention to detail and dedication to research can set successful businesses apart and contribute to their long-term success.

    • Focusing on one thing exceptionally well and maintaining qualityBy concentrating on one product and prioritizing perfection, Rolls Royce achieved iconic status and extraordinary success despite regulatory challenges and competition.

      Focusing on doing one thing exceptionally well and maintaining a relentless commitment to quality can lead to extraordinary success. As demonstrated by the early days of Rolls Royce and its founder, Royce, the company's early decisions to concentrate on one model and prioritize perfection in every aspect paid off in the form of iconic cars like the Silver Ghost. Additionally, the importance of marketing and overcoming regulatory obstacles cannot be overlooked in achieving business success. Despite facing challenges from entrenched interests and regulations, Rolls Royce's unwavering dedication to excellence set it apart from competitors and solidified its place in automotive history.

    • Early challenges for the British automobile industryDespite societal resistance and personal setbacks, the British automobile industry overcame restrictions and fragmentation to continue growing

      The early development of the automobile industry in Britain was hindered by restrictive laws and societal resistance. Thomas Edison, a renowned inventor, expressed his disappointment in 1901, lamenting the loss of the British trade due to such legislation. Early motorists faced hostility from horse-drawn vehicle drivers, who attacked them with whips, stones, and other projectiles. Queen Victoria herself disapproved of cars, labeling them "shaking disagreeable conveyances." The industry was fragmented, with debates over design elements such as steering wheels, cooling systems, and tire materials. Amidst this instability, Royce, a key figure in the industry, faced personal setbacks, including the illness and death of his business partner and his own serious illness. Despite these challenges, the automobile industry continued to grow, demonstrating the slow but assured progress of technology.

    • Underutilized Innovative MindsInnovative minds can be underutilized when their owners are bogged down by management duties and small details. Control and effective communication are essential for maximizing their value.

      The value of an innovative and inventive mind, like that of Charles Rolls Royce, can be significantly underutilized when the person is bogged down by management duties and small details. Royce's brain was invaluable to Rolls Royce, but his most valuable property, his inventive abilities, had limited opportunity to be exercised due to his involvement in the factory. This is evident in the internal company memos discussed in the book. Another key point is the importance of control in business. The example of Rolls Royce's father refusing to sell his shares to a potential buyer who lacked control of the company highlights the peace of mind and security that comes with having control. Additionally, Edge's success in gaining publicity for Napier through writing letters to newspapers demonstrates an effective and cost-efficient method for gaining attention for a company.

    • Focusing on quality can lead to success despite adversityRoyce's dedication to quality and innovation, even amidst financial pressures and opposition, led Rolls Royce to excel in the aero engine industry.

      Focus on quality and passion for the work can lead to success, even in the face of adversity. Royce, the founder of Rolls Royce, prioritized quality over profits and maintained this focus throughout his life. In contrast, Napier, a co-founder, became more interested in financial gains, causing talented engineers to leave for Rolls Royce. During World War 1, Royce designed the Eagle engine for the government despite the Rolls Royce board's initial reluctance. By applying his experience from building car engines and using the best available resources, Royce created a first-rate engine, pushing the boundaries of power, weight, and fuel consumption. His meticulous notes and attention to detail were so impressive that they were turned into a book, showcasing his extreme care, foresight, and analytical thought. This focus on quality and passion for innovation helped Rolls Royce excel in the emerging aero engine industry.

    • Companies should document their thought processes and valuesRolls Royce's success came from meticulous engineering, unwavering commitment to quality, and documenting their thought processes.

      Companies, regardless of size, should prioritize documenting their thought processes and values. The Rolls Royce company, which became famous for its meticulous engineering and unwavering commitment to quality, serves as an inspiring example. The author of the Rolls Royce Bible, a design manual for the company, was praised by a German engineer for his ability to anticipate and avoid potential design difficulties, resulting in successful aero engines. Rolls Royce's founders, Claude Johnson and Royce, were so confident in their work that they refused to compromise quality, even when faced with pressure to manufacture faster. Their commitment to quality almost led to the company being nationalized. This story illustrates the importance of having a clear vision and unwavering commitment to quality, even in the face of external pressures. By documenting their thought processes and values, companies can create a legacy and inspire future generations.

    • Adapting to Industry Disruption: Royce's Decision to Diversify Rolls RoyceDuring industry disruption, companies must adapt and innovate to survive. Royce's personal involvement and attention to detail helped Rolls Royce thrive despite post-war challenges by diversifying and innovating.

      During times of industry disruption, such as war, companies must adapt and innovate to survive. Royce, the founder of Rolls Royce, faced this challenge after World War 1 when the company had to decide whether to continue manufacturing air engines or return to making luxury cars. He chose to do both and even began designing a smaller, more affordable car before the war ended. However, the post-war slump made it difficult for car companies to thrive, leading some to consider merging. Royce preferred to retain control of his own department and feared the trade of motor manufacturing leaving England. It's important to note that Royce's personal involvement and attention to detail were crucial to the success of Rolls Royce, even if it meant delaying other projects. Overall, this period of industry disruption forced companies to adapt and innovate, and Royce's decisions set Rolls Royce on a path to success.

    • Johnson's crucial role in Rolls Royce's successJohnson's organizational skills, publicity, and understanding of human needs complemented Royce's engineering brilliance, leading to significant financial success and productivity gains for Rolls Royce.

      The partnership between Henry Royce and Claude Johnson was crucial to the success of Rolls Royce. Royce, a brilliant engineer, created the cars and aero engines, but lacked organizational skills and understanding of human relationships. Johnson, on the other hand, had strong organizational abilities, a flair for publicity, and an awareness of human needs. He recognized the importance of recognizing employees for their work, promoting sports and leisure activities, and maintaining high standards. Johnson's financial successes speak for themselves, with profits of £164,000 and a 20% return on capital in 1926. However, his greatest contribution was his understanding of Royce and his needs. Johnson saved Royce's life by taking him on an extended trip during a period of ill health and recognized the need to keep Royce and his employees separated to maximize productivity. The company was distributed, with designing taking place where Royce lived, directors in London, and manufacturing in Derby. Without both men's unique contributions, Rolls Royce may not have reached the same level of success.

    • Henry Royce's Design GeniusHenry Royce, a design genius, created innovative cars and components with a small team, introducing features like the first crankshaft damper, expanding carburetor, and high tension jump spark distributor. His simplified methods, keen eye for line and proportion, and obsession with functional excellence set the standard for Rolls-Royce.

      Henry Royce, the founder of Rolls-Royce, was a design genius who worked in seclusion with a small team of designers to create innovative cars and components. Royce's designs were revolutionary, with features like the first crankshaft damper, expanding carburetor, and high tension jump spark distributor. He had a unique approach to design, using simplified methods and a keen eye for line and proportion. Despite not being a trained draftsman or mathematician, Royce's perfectionism and obsession with functional excellence set the standard for Rolls-Royce and continue to influence the company today. Even his illnesses may have contributed to his focus on design, as he was able to delegate management tasks during that time. Royce's motto, "Whatever is rightly done, however humble, is noble," reflects his dedication to excellence in all aspects of life.

    • Supporting the creative community through book purchasesListeners can support authors and the host by purchasing books through the podcast's Amazon affiliate link, at no extra cost to themselves, while also accessing a convenient and organized resource for all discussed books.

      By purchasing books through the host's Amazon affiliate link during the Founders Podcast, listeners can support both the author's work and the host's efforts, at no extra cost to themselves. This is a simple and effective way to contribute to the creative community while also obtaining high-quality literature. Additionally, the host provides a convenient and organized resource for listeners to access all of the books discussed on the podcast in reverse chronological order. By visiting amazon.com/forward/shopforward/founderspodcast, listeners can easily browse and purchase any book they may have missed or wish to revisit. This symbiotic relationship between the host, the author, and the audience is a powerful reminder of the interconnectedness of the creative world and the importance of supporting the artists and thought leaders who inspire and educate us. So, in summary, by utilizing the Amazon affiliate link during the Founders Podcast, listeners can engage in a meaningful and mutually beneficial exchange, where they gain valuable insights and knowledge, while also contributing to the continued success and growth of the creative community.

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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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    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.

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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.

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    (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

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

    (27:00)   Rolex was effectively the first watch brand to have real marketing dollars put behind a watch. Rolex did this in a concentrated way and they've continued to do it in a way that is simply just unmatched by others in their industry.

    (28:00) It's tempting during recession to cut back on consumer advertising. At the start of each of the last three recessions, the growth of spending on such advertising had slowed by an average of 27 percent. But consumer studies of those recessions had showed that companies that didn't cut their ads had, in the recovery, captured the most market share. So we didn't cut our ad budget. In fact, we raised it to gain brand recognition, which continued advertising sustains. — Four Seasons: The Story of a Business Philosophy by Isadore Sharp. (Founders #184)

    (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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    #350 How To Sell Like Steve Jobs

    #350 How To Sell Like Steve Jobs

    What I learned from reading The Presentation Secrets of Steve Jobs: How to Be Insanely Great in Front of Any Audience by Carmine Gallo 

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

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

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

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

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

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

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

    (10:00) Great Advertising Founders Episodes:

    Albert Lasker (Founders #206)

    Claude Hopkins (Founders #170 and #207)

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

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

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

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

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

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

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

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

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

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

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

    (29:00) Marketing is theatre.

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

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

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

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    #349 How Steve Jobs Kept Things Simple

    #349 How Steve Jobs Kept Things Simple

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

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

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    (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

    #194 Ernest Hemingway (Writer, Sailor, Soldier, Spy)

    #194 Ernest Hemingway (Writer, Sailor, Soldier, Spy)

    What I learned from reading Writer, Sailor, Soldier, Spy: Ernest Hemingway's Secret Adventures, 1935-1961 by Nicholas Reynolds. 

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    #198 Nathan Rothschild (Rothschild Family Dynasty)

    #198 Nathan Rothschild (Rothschild Family Dynasty)

    What I learned from reading The House of Rothschild: Money's Prophets by Niall Ferguson.

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    A business can only be managed well if one pays as much attention to the smaller business transactions as one does to the larger ones.

    All banks have histories, only the Rothschilds have a mythology. 

    Ever since the second decade of the nineteenth century, there has been speculation about the origins and extent of the family's wealth; about the social implications of their meteoric upward mobility; about their political influence, not only in the five countries where there were Rothschild houses but throughout the world.

    Unlike modern multinationals, however, this was always a family firm.

    Perhaps the most important point to grasp about this multinational partnership is that, for most of the century between 1815 and 1914, it was easily the biggest bank in the world. 

    In terms of their combined capital, the Rothschilds were in a league of their own. The twentieth century no equivalent.

    What exactly was the business the Rothschilds did? To answer these questions properly it is necessary to understand something of nineteenth-century public finance; for it was by lending to governments or by speculating in existing government bonds-that the Rothschilds made a very large part of their colossal fortune.

    It was war and the preparation for war which generally precipitated the biggest increases in expenditure.

    It was in this highly volatile context that the Rothschilds made the decisive leap from running two modest firms—a small merchant bank in Frankfurt and a cloth exporters in Manchester—to running a multinational financial partnership.

    The system they developed enabled British investors (and other rich "capitalists” in Western Europe) to invest in the debts of those states by purchasing internationally tradeable, fixed-interest bearer bonds. The significance of this system for nineteenthcentury history cannot be over-emphasised. For this growing international bond  market brought together Europe's true “capitalists": that elite of people wealthy enough to be able to tie up money in such assets, and shrewd enough to appreciate the advantages of such assets as compared with traditional forms of holding wealth (land, venal office and so on). Bonds were liquid.

    The Rothschilds spent so much time, energy and money maintaining the best possible relations with the leading political figures of the day.

    They constantly strove to accelerate the speed with which information could be relayed from their agents to them. They relied on their own system of couriers and relished their ability to obtain political news ahead of the European diplomatic services.

    The primary concern of this book is therefore to explain the origins and development of one of the biggest and most unusual businesses in the history of modern capitalism.

    The history of the firm is inseparable from the history of the family.

    Inevitably, there were conflicts between the collective ambitions of the family, so compellingly spelt out by Mayer Amschel before he died, and the wishes of the individuals who happened to be born Rothschilds, few of whom shared the founder's relentless appetite for work and profits.

    There are few major political figures in nineteenth-century history who do not feature in the index of this book.

    "I see in Rothschild," he went on, "one of the greatest revolutionaries who have founded modern democracy": Rothschild destroyed the predominance of land, by raising the system of state bonds to supreme power, thereby mobilizing property and income and at the same time endowing money with the previous privileges of the land. He thereby created a new aristocracy.

    All the copies of the outgoing letters from the London partners were destroyed at the orders of senior partners.

    Nathan was a fiercely ambitious and competitive man.

    The merchants who are well organised are the ones who get very rich, and the ones who are disorganised are the ones who go broke.

    In a market crowded with numerous small businesses, subject to rapid fluctuations in prices and interest rates and almost completely unregulated, it took a combination of burning aggression and cool calculation to survive and thrive. Nathan Rothschild possessed both in abundance.

    Nathan felt himself almost at war with his business rivals.

    Nowadays everybody calls himself 'Excellency.' I remember, however, what our father used to say, With money you become an Excellency.

    Father used to say, If you can't make yourself loved, make yourself feared.

    We owe not only our wealth but also our honourable position in society primarily to the spirit of unity and cooperation that binds together all our partners, bank houses and establishments.

    Playing hide and seek with the authorities was becoming second nature to the brothers. Indeed, even their sons were already being taught to attach importance to secrecy.

    Nathan had only one concern: business.

    Nathan gloried in his ascetic: After dinner I usually have nothing to do. I do not read books, I do not play cards, I do not go to the theatre, my only pleasure is my business.

    Our old established practice of buying some gold whenever we can find any.

    Contemporaries found Nathan Rothschild an intimidating man: coarse to the point of downright rudeness in manner.

    Such bruising encounters in the office were later distilled into the famous "two chairs" joke, probably the most frequently reprinted Rothschild joke: An eminent visitor is shown into Rothschild's office; without looking up from his desk, Rothschild casually invites him to "take a chair." "Do you realise whom you are addressing?" exclaims the affronted dignitary. Rothschild still does not look up: "So take two chairs.”

    To give mind, and soul, and heart, and body, and everything to business; that is the way to be happy. I required a great deal of boldness and a great deal of caution to make a great fortune; and when you have got it, it requires ten times as much wit to keep it.

    Stick to one business, young man. Stick to your brewery and you may be the great brewer of London. Be a brewer, and a banker, and a merchant, and a manufacturer, and you will soon be bankrupt.

    When a guest at the same dinner expressed the hope "that your children are not too fond of money and business, to the exclusion of more important things. I am sure you would not wish that," Nathan retorted bluntly: "I am sure I should wish that."

    This man is really a complete original.

    He and his brothers recognised that there might be a conflict between higher education and a successful business apprenticeship.

    I advise you not to let him study more than another two years so that he should enter the business when 17 years old. Otherwise he would not be deeply attached to business.

    No one could conceive that the man who, since the death of his father in 1812, had been the unquestioned leader of the house of Rothschild, might die at the very height of his powers.

    All that mattered was that they should hold together in unity.

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

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    #102 Akio Morita (Sony)

    #102 Akio Morita (Sony)

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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    #197 Founder of the Rothschild Family Dynasty

    #197 Founder of the Rothschild Family Dynasty

    What I learned from reading Founder: A Portrait of the First Rothschild by Amos Elon. 

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    Riches cover a multitude of woes.

    Only a few crumbling bricks are left today of the dark, foul-smelling alley in Frankfurt where, in the second half of the eighteenth century, a disenfranchised Jew named Meyer Rothschild founded a European banking dynasty.

    Rothschild was a man of seemingly inexhaustible energy and ingenuity.

    He raised five famously gifted sons, veritable money-making machines, to carry on his work after him. Their names overshadowed his own and became synonymous with colossal wealth, extravagant living and hidden political power.

    A century after his death they would still ask, in all seriousness, if a great war was still possible in Europe if the House of Rothschild set their face against it.

    Rothschild's origins were certainly modest. There was little reason to foresee his destiny. The personal circumstances of his life were difficult throughout. They suggest a saga not only political and financial but also human and dramatic – more dramatic, perhaps, than that of his flamboyant sons. The sons were not persecuted human beings, legally confined to the squalor of a congested ghetto.

    The old ghetto where Rothschild lived his entire life was a narrow lane, more slum-like and overcrowded than any other tenements in Frankfurt. A closed compound, it was shut off from the rest of the city by high walls and three heavy gates. The gates were guarded by soldiers and were locked at night, and all day on Sundays. In it lived the largest Jewish community in Germany in conditions of almost total isolation, and apartheid.

    How they managed to survive under these circumstances and at times even to prosper was a mark of human enterprise and ingenuity.

    Every petty principality minted its own currency. The only coins from outside the city that were accepted as payment were those which had the same silver content as the Frankfurt gulden. All others had to be exchanged before a purchase could be made. Constant variations in the exchange rates offered knowledgeable moneychangers ample opportunity to profit.

    The spirit of the place was workaday and businesslike. A city ruled "by the God of this world – Money".

    At home, from an early age, he was apprenticed in the family business. Everybody in the family, boys and girs, were expected to help.

    As a thirteen-year-old orphan, with a few coins in his pocket, the future tycoon launched out alone into the world.

    Besides learning the rudiments of the financial business, Rothschild broadened his knowledge of rare and antique Jews were disencoins and historic medals. Coins had fascinated him since early childhood.

    He was acquiring a certain amount of historical knowledge without which he might not have been able to find his way. Coins and medals attracted collectors who often bought them as an investment. By the time he was eighteen, he had become something of an expert. He read every other book or paper he could find on the subject.

    Selling a few old coins could not possibly make him rich., But it was a means to establish contacts with persons of wealth, power and importance. Such a person was the young Crown-Prince Wilhelm, who would play a decisive role in Rothschild's future career. Wilhelm was the presumptive heir to his father's vast fortune. His pedigree was one of the finest in Europe.

    Rothschild threw himself into his business with determination and zest.

    He ran something like a mail-order business. In 1771 he published the first of several printed coin catalogues which he sent out during the next twenty years at regular intervals to potential customers all over Germany.

    He brought to his work a certain natural flair, a knowledge of human nature and a capacity to generate trust.

    As a rule, he preferred to minimize profits in the hope of increasing turnover and consequently his prices were often lower that those of other dealers. He was ready to lower them even more, at times even at a small loss, in the hope of more profitable business in the future.

    Thrifty Guttle Rothschild spent only a fraction of this annual income on her household; a large part was pumped back into the business.

    There was little, if any, visible wealth. The family's modest lifestyle did not reflect the true extent of Rothschild's accumulated riches, which he continued to channel back into the business. Rothschild had an inborn compulsion to hide his wealth.

    Long after his death one of his sons quoted him as saying: "Something three people know about is no more a secret".

    He shunned all conspicuous displays of wealth.

    He practised his old policy of maximizing volume by minimizing profits. His competitors, who for decades had handled the affairs of the landgraves of Hesse, were gradually squeezed out. By 1807 Rothschild enjoyed a near monopoly.

    No one in the family was idle.

    Yet as a critical and strict father, he also anguished over Nathan's casualness and disorganized work habits. A lack of order would make a beggar out of a millionaire.

    While other bankers mostly awaited orders to reach them, Rothschild went out to solicit them.

    It paid homage to their father's "proven industry, good business sense and experience, who through his tireless activity from youth to advanced age, was the sole cause for the present flourishing state of the business and the worldly happiness of his children".

    They reflected an overriding desire to perpetuate unity among the brothers, prevent the dispersion of capital and retain, as far as possible, the compact, disciplined, well co-ordinated character of the family firm.

    His astonishing concentration on business continued as before.

    His main concern in his last hours was to secure the continued happiness and prosperity of his sons. He knew that riches came and went. He had seen in his lifetime fortunes dissipate through waste, vanity or infighting among heirs. Fortunes, he warned Amschel: do not keep longer than two generations.For two reasons: one, because house-keeping and other expenses are not considered; two, because of stupidity.

    He urged his "dear children to relate to one another with mutual love and friendship". He knew his sons were strong-willed, difficult, impulsive men. He was afraid of their tempers. On his deathbed he urged them once more to remain united at all cost. It had become an obsession with him. He said on his deathbed: Amschel, keep your brothers together and you will become the richest men in Germany.

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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

    #249 Steve Jobs In His Own Words

    #249 Steve Jobs In His Own Words

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

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    [1:05]

    On Steve Jobs

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

    Bonus Episodes on Steve Jobs

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

    On Jony Ive and Steve Jobs

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

    On Ed Catmull and Steve Jobs

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

    On Steve Jobs and several other technology company founders

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    [22:29] Edwin land episodes:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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