This dynamic of top talent viewing flexible hybrid work environments as a *requirement* is going to really test some top performing, but old school investment firms. wsj.com/articles/if-yo…
If an analyst is looking for a job, an investment firm that views remote work as a “perk,” requires permission, or has an arbitrary limit, will likely be seen as a firm that is out of touch, doesn’t trust their staff, or is at minimum a slow to adapt organization. Major red flag.
Our guess is there will be a couple year window where top talent incrementally shifts from older established firms to younger, more digitally native, adaptable investment organizations. Then the older firms will capitulate.
Standard asset allocator question in the year 2025: “Do you hire the top talent you can find, or do you limit yourself to the pool of people who happen to live within commute distance of an address someone in your organization selected many years ago?”
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1/x In April of 2020 a pair of articles were published within 24 hours of each other by @pmarca and @morganhousel, which together laid out the roadmap for the economic path we are now following. The ship has already set sail, the question is just what the journey will be like.
2/x in @pmarca's piece, he laid out how the US has stopped "building" and that the time had arrived where the only path forward was to Build. a16z.com/2020/04/18/its…
3/x But how will we pay for it? This was the subject that @morganhousel tackled as he laid out the post WWII history of debt levels consistently falling even as the debt was never repaid. collaborativefund.com/blog/who-pays-…
1/x One of the great things about blogging is you assemble a record of real time thoughts during periods of stress. This allows for reviews of what went as expected and what didn't. Our 2020 posts focused mostly on how we were assessing unprecedented levels of change. Links below
2/x Prior to COVID, we wrote about how forecasts are a necessary part of investing. Your only choice is whether to make explicit forecasts or implicit ones. intrinsicinvesting.com/2020/01/10/pic…
3/x We discussed the key difference between a company's products being "relevant" vs "recognizable" and discussed how highly recognizable products may be losing relevance, which lays a trap for investors. intrinsicinvesting.com/2020/02/21/rel…
1/x In 2019, we covered a lot of ground in our posts. We tackled position sizing, introduced a diagram illustrating our investment philosophy, reported on our trip to China, and more. You can explore posts from earlier years in the retweeted threads below.
2/x We started the year talking about "hyperbolic discounting", a "$5 phrase" that explains a lot about investor behavior. intrinsicinvesting.com/2019/01/02/tak…
3/x We sent Arif on a research trip to Italy to have the Ferrari experience first hand. What he came back with was the realization that their business model is best understood as a global "club". intrinsicinvesting.com/2019/01/10/joi…
1/x We recently got a request from new reader @NMPCap to tweet some of our top blog posts from the past. Honestly, nobody was reading our blog back in 2016! So here's some of our early posts you may have missed.
The big inflection in video game end markets is first generation of people who grew up as gamers are now parents. So the whole family games and it is no longer seen as a “vice” for young kids.
If you were born in 1980 you were 5 when Super Mario came out. But 1990 was peak birth year for Millennial Generation. So we have a decade of rising number of gamer-parents ahead of us.
1.1/x On value creation & dynamic capital allocation, @thirdpoint’s Daniel Loeb sent an insightful letter to $DIS prodding management to double down on its Disney+ direct to consumer (DTC) streaming business bit.ly/35LbUWe
2.2/x He argues $DIS should permanently stop dividends & reinvest cash into accelerated content creation & make Disney+ 1st landing site for all $DIS content instead of 2nd after box office, potentially forgoing $B’s in lost box office revenue (moot for now)
3.3/x Making Disney+ first drop for new franchise blockbuster content would fuel subscriber growth to scale into $NFLX league of 100MM’s of subscribers quickly, while bringing accelerated content velocity would keep them engaged, lowering churn