Great thought-provoking article, called “The Dumbest Idea In The World: Maximizing Shareholder Value”, sent by our most loyal reader. As the sender himself said, the discussion isn’t new but it’s always interesting. The real point of it is the power of incentives. The “too-simple” conclusion would be that “the road to hell is paved with good intentions” – but that would be wrong.
We continue to learn from the collapse of Jon Corzine’s MF Global. A recent article at NYT’s Dealbook highlights another lesson: ignore your chief risk or compliance officer at your own peril. While we agree that in this case it might have led to different and better decisions, such officers are still prone to all the talent, behavioral and incentives-driven traps and pitfalls. That said, the simple governance, hierarchical and process improvements the author suggests do help, and he also has the merit of recognizing that “Leadership has the right to challenge, disagree or even reject that advice.” Remember: “Culture eats Strategy for breakfast”.
TV show “60 Minutes” had a profile of Howard Buffett following Buffett’s appointment of him as his preferred choice for non-Executive Chairman after Buffett somehow relinquishes that role. As a guardian of Berkshire’s unique culture, he is as good as it gets. We collect a few links and videos about Howard Buffett.
Interesting food for thought on Apple’s capital allocation issues and it ties well with our last two posts on capital allocation. Just a reminder: this post is highlighted exclusively for overall capital allocation policies that might be applied to other investments. Buysiders.com doesn’t advise on specific stocks nor do we make any recommendations, as highlighted in the post.
“A catalogue of disastrous decisions”: that’s the title of a story today in the Financial Times about the many failures in the downfall of the Royal Bank of Scotland. More specifically, the author recommends the chapter on “Management, governance and culture” in the FSA’s report about that bank’s failure. In the face of it, the board looked knowledgeable and transparent, and the CEO didn’t look too dominant. And yet the company went bust despite the fact that the “checklist” seemingly gave the “right” answers…
When we commented on share buybacks recently, we alluded to the “bad name” that M&A has received. We mentioned that, on average, M&A “destroys value” as defined by some academic studies and as seen in real life all too often. We’ve now come accross a Strategy & Business article listing “the top-10 M&A fallacies and self-deceptions”, and it’s a good list of reasons why M&A may go wrong, or may not be the best choice. Change a few words and some of the 10 points can be used to consider share buybacks as well.
Share buybacks have an “aura” of shareholder-friendliness. When done right, it’s a very efficient way of rewarding long-term shareholders and reaffirming management’s confidence in the company’s future prospects, usually after the shares have gone down. However, companies can get it wrong and sometimes very much so. Teased by an article, we discuss a few ways things can go wrong.
According to the news, this is the line MF Global insiders used when questioned why they went along with Jon Corzine’s trades: “He was from Goldman Sachs”. Thus Mr. Corzine guided MF Global to a very public, very messy bankruptcy – and hundreds of millions of dollars of client money are missing. We wrote just days ago, regarding the “key people” aspect of a company: “Ultimately, it’s all about the key people (…) – it’s vital to understand their real motivations, aspirations, personalities and incentive/moral systems. Not what they say it is, what it really is.” Finding out about a given company’s true culture is just as difficult and time consuming, and as we can see in this example, just as important.
A few notes about Day One (Monday, Oct. 17th) in the 2011 Value Investing Congress. You can follow their own live updates on Facebook or Twitter. We start with David Einhorn – he wasn’t the first speaker of the day, but things started to get interesting when he came onto the stage. Having attended both, the Ira Sohn Investment Conference is a better event: shorter in length, better attended and with better speakers, more focused and, we dare say, with more committed speakers.
“Synergy”, “two powerful minds working in unison”, “complementary skills” and so on: all that we try to achieve has to be checked against reality, especially when theory meets the REAL incentives and cultural aspects of a company. As we constantly repeat to ourselves, “culture eats strategy for breakfast”. An article notes that the two co-heads of Morgan Stanley’s Institutional Securities Group can’t stand each other and, more importantly, that this personal dispute is disrupting business. The Epicurean Dealmaker wrote a very interesting analysis of this particular dispute in light of the bigger picture of the natural conflict of interests inside an investment bank. What he finds there can be applied almost anywhere else where such conflicts are, perhaps, less obvious.
