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Although our form is corporate, our attitude is partnership.
Charlie Munger and I think of our shareholders as owner-partners,
and of ourselves as managing partners. (Because of the size of our
shareholdings we are also, for better or worse, controlling
partners.) We do not view the company itself as the ultimate owner
of our business assets but instead view the company as a conduit
through which our shareholders own the assets.
Owner’s Manual
berkshirehathaway.com
Much of Culp’s success can be traced to three important initiatives: (1) He worked with the board on a portfolio of businesses that exploited all the powers of DBS. (2) Unlike leaders who prefer to hire those who aren’t a threat, he increased the organization’s focus on talent and surrounded himself with people who would keep up with his fast pace. (3) He pushed DBS deeper into the organization. He and his colleagues developed an expanded toolkit touching every facet of the company.
Lessons From the Titans
Scott Davis, Carter Copeland, and Rob Wertheimer
Create your own luck.
We do take credit for positioning ourselves for good luck. After all, we entered the market at took prudent risks. We hear too often from outsiders that our success is based on good luck. The reason they weren't luck is because they aren't playing the game.
We Have a Few Rules Whic...
@MarcSGIlbert on Twitter
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