David Pogue’s presentation at TED in 2006 was pretty funny and carried an important message for designers: simplicity sells. The iPhone wasn’t even out, but the trend is clearer than ever. The talk starts slowly but quickly builds momentum. As we always stress: view it critically, play with the idea, try to contradict it or apply it in some other field(s).
God has spoken, go out and read it. The core is dedicated to welcoming and explaining BRK to its new shareholders acquired through BNSF, so no big news. Buffett complains more about the media and investments analysts, on how they distort things, causing losses to the less diligent and recommends that everybody form their own knowledge base and opinion. Hope he lives to see that happening, but we sincerely doubt it.
Judging by the recent troubles in Belgium and the article at Valor (in portuguese), the love-hate relationship with InBev in Belgium has gone to hell. And there’s the “socialism vs. capitalism” conflict in Europe again. If it weren’t for the image deterioration risk – and it seems that they’re handling it by going as far as they can, but no further – the union representative’s words would be music to shareholders’ ears.
There’s one aspect that seems overlooked in the whole “multidisciplinary approach” cult: communication. If you don’t have the adequate communication policies/ environment, how does one reap the rewards from all this multidisciplinary goodness? How does a team interact in order to extract value from its members’ diverse interests and skill sets?
Continue reading about Multidisciplinary approach and communication
“If we did not do this already, would we, knowing what we now know, go into it?” Peter Drucker’s question can be applied in both the big picture and small picture – from the broadest strategic moves of your company to its tiniest daily processes. More than that: try substituting “company” in the previous sentence for “department”, “nation”, “regulatory system” and even “life”.
Buffett was particularly expansive regarding his processes and methods, and this alone makes this video worth the time (some 90 minutes). The fact that it was October 1998, a pivotal time in the dot-com boom and just after the LTCM imbroglio makes it even more interesting.
Kraft’s all-out effort to acquire Cadbury involved a “side deal” in which Nestlé bought Kraft’s frozen pizza division. One company had cash on hand and served as “white knight”, the other had a pressing need and none other than Warren Buffett applying pressure. We think it’s safe to assume that Nestlé got a sweet deal…
Continue reading about Nestlé benefits from Kraft’s resolve to buy Cadbury
John Mackey, CEO of high-end grocery chain Whole Foods, was recently profiled in the New Yorker mag. Habits and idiosyncrasies aside – he is known for putting his “personal foot in his professional mouth” – the guy is not what one would expect: he’s a libertarian capitalist at heart and digs Ayn Rand. Very importantly, it goes to show that “doing the right thing” as a corporation and earning profits – the more, the better – are far from incompatible.
The AOL – TimeWarner merger’s 10-year anniversary inspires a feature in the NY Times, and the videos are a must-see for the candid opinions of the top execs involved. One must remember that talented fund managers got burned in 1998-1999 shorting AOL at a P/E of 100, 200, 300… only to see it reach 700. Not a typo, that’s the P/E ratio.
Zynga Games creates games for Facebook and MySpace. Its users number in the tens of millions, and many of them pay real cash for virtual goods to spice up their gaming. In fact, Zynga might well be making more money with Facebook than Facebook itself is. In paper, the business model seems great. We’ll probably get to know this soon, since Zynga is supposedly preparing for an IPO. Anyway it’s a huge reminder that disrupting technologies don’t necessarily imply that the inventors will make the most money – in some cases, any money. For new and old industries, always look at the entire value chain, be it suppliers, service providers, etc.