Many analogies with investing in this Slate post about a mountaineer’s worst mistakes. Quoting from the introduction: “(…) I was curious about the kind of attitude you develop toward error when a single mistake can easily cost you your life. I also wanted to test a hypothesis that I call “the paradox of error”: If your goal is to avoid making mistakes, then you must constantly assume that you are about to make one. That’s why fields like aviation and medicine have, at their best, a productive obsession with error.”
The WSJ had an interview in late June with Carlos Brito about his plans for Anheuser-Busch Inbev. The video inside is focused on the corporate culture aspect, and it’s always refreshing to watch. That said, we wonder if the video registers for foreign investors as much as it registers for investors who have been exposed for so many years to the effects that Brahma’s/ AmBev’s/ InBev’s and now ABI’s culture really has over time.
GP Investments’ Antonio Bonchristiano and Fersen Lambranho gave an interview for Valor Economico (in Portuguese) that should be pretty interesting for those interested in Private Equity in Brazil – not the least because it’s above-average in terms of frankness.
Quick post on time perspectives – plenty of connections to be made with investing from the video inside, right? Yes, as long as you retain a healthy skepticism. In fact, it’s downright scary how the “coolness” of the presentation can lead one to “lower one’s guard” to data that’s not necessarily accurate or that answers not necessarily the right questions. By Dr. Karl Menninger, here’s a quote: “One of the most untruthful things possible, you know, is a collection of facts, because they can be made to appear so many different ways.”
Strategy & Business published a review for The Curse of The Mogul, which we’ve read recently. It’s a must-read for several reasons: media, capital allocation, competitive strategy and leadership. Not that we agree with Greenwald 100%. Chapter 2, on competitive strategy, is especially interesting because it assesses the competitive strategy framework from a specific industry’s standpoint (always better than ‘generic speeches’) and it was useful for thinking about other industries as well.