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15 results for “corporate bureaucracy”
which has a top down hierarchy, where you have one person sitting at the top and then a few people below them and so on and so them so on and the authority cascades down. And I think that structure is just too inflexible and too slow to make decision
1:13:27 / 1:14:39
from transcript1:13:27 – 1:14:39
Government isn't solving the problem of people whose have fallen behind. And so everybody's turning around and saying, okay. Well, who's gonna solve these problems? And more and more, they're pointing at companies and saying, you should solve these p
50:17 / 51:25
from transcript50:17 – 51:25
...of corporate stewardship after having gone through your career in private equity, how so much was tied to shareholder value, and now people are talking about broader constituents being important. Can you share some of your views on that? Yeah. I have
49:28 / 50:33
from transcript49:28 – 50:33
meeting with folks from the back office, having multiple meetings with the PM or whoever's running the fund as well until we parse through that research plan and make sure that we're answering all of our diligence questions. And then when you get to
38:58 / 40:04
from transcript38:58 – 40:04
“Why B2B and B2C customer support are completely different markets”
And I think what you're hearing, I think it's true, is that it's not a single market. At a high level of, you know, people help help working with other people, you can say it's all the same, but inter
48:26 / 49:00
market insight48:26 – 49:00
broken culture and team dynamics and research dynamics that were very, very broken at an organization that were what ended up really hurting the firm in the long term. So I think complexity can be okay. It's something I am much more wary of than when
30:49 / 31:51
from transcript30:49 – 31:51
“Why big companies kill entrepreneurial spirit and how to survive it”
very, very difficult. We hear over and over and over again from people who have an entrepreneurial spirit and are working inside companies that are just not set up for them to succeed, to generate th
28:59 / 29:33
tactical advice28:59 – 29:33
in positive ways. And third, because of our size, you can come to work for us, and on any given day, you might have like, recently, we've had Kyusong Lee in to visit us. We've had David Solomon twice in the past couple of months, new CEO of Goldman S
1:00:01 / 1:01:02
from transcript1:00:01 – 1:01:02
our process is such that the checks and balances are constant, and they're both internal and external, and the transparency is very high. So we have simultaneous compliance participation and oversight. We have an internal investment memo that's writt
1:11:58 / 1:13:02
from transcript1:11:58 – 1:13:02
So we show up for the first day of the in intern program, and someone comes and asks for a volunteer to be an executive assistant. And the other interns around me are looking at this person incredulously wondering why anyone would raise their hand. B
6:44 / 7:48
from transcript6:44 – 7:48
you sort of think that it is one person, two people, whatever it is, and there's some structure. And then what you find out in a lot of these firms, what happened is individual people ended up making decisions and there were no governors around them.
15:43 / 16:54
from transcript15:43 – 16:54
our external managers and you took out kind of beta, which isn't hard to kind of approximate, we were not getting an excess return. It was zero. And that's you're paying a lot of fees, and you're adding a lot of complexity and not getting compensated
50:17 / 51:19
from transcript50:17 – 51:19
in the work that you do and then the conviction that you can build that a past pattern of success is likely to repeat itself in a new organization? I think there is I mean, the work that we do, while there is an overarching process to everything that
29:15 / 30:22
from transcript29:15 – 30:22
So you have the ability to and also the I don't know. I found there's just a higher level of transparency often on the private side where managers can really, really dive in and tell you exactly how they were adding value at companies. You can talk t
30:00 / 31:10
from transcript30:00 – 31:10
in areas like relationship management, we think those are the kinds of common capabilities that we can build to provide center led support for our investors as opposed to insisting from the top down that everyone must adopt. What's the output deliver
56:16 / 57:17
from transcript56:16 – 57:17
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