Some of the most fascinating topics covered this week are: Business (Capital allocation guide for CEOs; Inside Saudi Arabia's $360 billion investment fund), Productivity (3 time management secrets you need to know), Technology (Even experts can't agree on whether technology is dangerous for kids), and Decision-making (Benchmarking isn't always good)
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At Ambit, we spend a lot of time reading articles that cover a wide gamut of topics, ranging from zeitgeist to futuristic, and encapsulate them in our weekly ‘Ten Interesting Things’ product. Some of the most fascinating topics covered this week are: Business (Capital allocation guide for CEOs; Inside Saudi Arabia’s $360 billion investment fund), Productivity (3 time management secrets you need to know), Technology (Even experts can’t agree on whether technology is dangerous for kids), and Decision-making (Benchmarking isn’t always good).
Here are the ten most interesting pieces that we read this week, ended September 25, 2020-
1) Capital allocation guide for CEOs [Source: Behavioral Value Investor]
Capital allocation in key to success for any company. Capital allocation is both difficult and very important to a CEO’s job. Many CEOs were never taught a rational, first-principles approach to capital allocation prior to getting their job. Even founder-CEOs who built the business from scratch usually don’t have a lot of relevant capital allocation experience of managing a large, more mature enterprise. What’s worse, as the CEO you are supposed to be the leader, and it can be awkward to admit that there is a part of your job that you haven’t mastered.
So, what are the capital allocation don’ts? 1) Don’t confuse conventional with conservative; 2) Don’t ignore base-rate probabilities; 3) Don’t assume that because others agree with you that you are right; 4) Don’t use buzzwords and fancy lingo in communicating with your shareholders about important capital allocation decisions; 5) Don’t do things that don’t make sense from first principles, regardless of who else is doing them.
Also, you should seek out the mentorship of other CEOs who are already proven capital allocators. There aren’t many of those, but their advice can be invaluable as you build your own framework and struggle with specific decisions. Finally, don’t be afraid to seek the advice of thoughtful long-term investors in your company. Yes, they have never been a CEO of a public company, so perhaps they don’t know exactly what it is like to be in your shoes. However, they likely have seen many CEOs fail at capital allocation and a few succeed, and at the very least their interests are aligned with increasing the long-term intrinsic value per share of your company.
2) 3 time management secrets you need to know more than ever [Source: foxbusiness.com]
Managing time in this uncertain time is the key to having a balanced professional and personal life. As a time management coach who has been working with coaching clients around the world throughout this year, Elizabeth Grace Saunders has seen that effective time management is even more important than ever. Here are her three secrets to managing time in 2020. a) Clarify your priorities: Investing your time in alignment with your priorities is always important. But during this time of extra strain and stress, having absolute clarity on what’s most important right now is even more critical. What you prioritize will depend on your situation. If you find that you’re stretched to the max between normal work and home responsibilities as well as your children doing remote learning, your primary goals may be simply getting your work done, trying to keep your kids on track, and getting some sleep and exercise.
b) Set realistic expectations: This is important so that you don’t end up unnecessarily frustrated. Given all that’s going on, expect everything to take longer to figure out and longer to complete. Mentally preparing yourself that things will take longer helps you not to get annoyed. And it helps you to know how much you can actually fit in a day. Maybe you can only get one thing done in an evening instead of three. Needing to adjust expectations is especially true if you have your children at home 24/7. Your work and just getting normal life things done will take much longer than if your kids were in school or in daycare.
c) Make simple routines: When you feel like you can’t control many things in your life, having some very simple routines that you can-mostly-count on can provide an incredible amount of comfort. They could be as simple as a time you wake up in the morning, when you have your morning coffee, the walk you take after work, or the time you wind down for bed. Decide on a few simple things that make you feel good and centered in your day and preferably are independent of external influences, meaning not something a governor could tell you that you could or could not do. Then integrate those into your lifestyle. These simple touchpoints can give you a sense of flow, normalcy, and stability even in the midst of change.
3) The growing fatigue with work from home [Source: Livemint]
The current pandemic has made everyone work from home. If not everyone, at least most of them. So, will this trend of working from home continue even after the pandemic is over? Recently, real estate advisory Knight Frank (India) Pvt. Ltd. surveyed 1,600 technology professionals in India and found that 30% of them reported deterioration in productivity and work performance while working from home. A PwC study in the United States suggested that productivity during the pandemic was shored up by super achievers that masked a fall among the rest who struggled with a combination of physical and emotional issues while working from home.
The recent Mint-Bain India CEO survey, in which 105 CEOs were polled on the economy and business scenarios, underlined the temporary nature of remote working. Less than one-third of the CEOs saw over 25% their workforce continue to work from home, post Covid-19. In short, remote work is the present, not the future. The long-term outlook is work from office or a blended model where a minority works out of home. Infosys Ltd., India’s second-largest IT exporter, has over 95% of its workers working remotely at the moment. Depending on when the Covid-19 caseloads ebb, the company plans to get employees back to offices in a phased manner.
A number of companies appear to have tilted towards a hybrid working model, already. RPG Enterprises is allowing all sales employees to work from home permanently. Flipkart, the Essar Group, and the Indian Hotels Company Limited (IHCL) among other corporates are all contemplating the hybrid approach. If this model is to work, trust is the key. And micro management wouldn’t work either and leadership styles need adjustments.
4) How benchmarking impacts your decisions [Source: A wealth of common sense]
Benchmarking is something that everyone, knowingly or unknowingly, uses to perform better. Will Danoff of the Fidelity Contrafund has one of the best long-term track records in the entire fund business, handily trouncing the S&P 500 over the past 30 years. In an interview, Barry Ritholtz asked Mr. Danoff why he wasn’t benchmarked to more of a growth-focused index such as the Nasdaq 100. Mr. Danoff said, “Yes. There’s a lot of truth to that. I am much more of a growth investor. I am, in my opinion, a capital appreciation fund with a growth bias. So, I do have a go anywhere — a large grow-anywhere component and it’s just the technology. It’s been such a powerful tidal wave that I’ve probably stayed in technology longer and bigger than I would have expected.”
How you choose to benchmark yourself in other areas of life can impact your decisions as well: a) How other people invest: People who brag about their investment success are often far more willing to share their successes than failures. Benchmarking yourself strictly against other people’s winning investment ideas will make you feel like a failure at all times. No one bats one thousand in this game. b) How other people live: When you see other people buying new cars, boats or other toys it can lead to a sense of entitlement. There’s a huge difference between buying stuff and being wealthy. Unfortunately, when you see those around you buying stuff it’s hard to avoid the temptation because we benchmark ourselves against the stuff we see and wealth isn’t something you can see parked in someone’s driveway.
c) Someone else’s career: We’ve all spent some time day-dreaming what it would be like rich and famous, just like stars or business tycoons, but there is a downside to being one of the most recognizable people on the planet. It’s a cliche at this point to say that money doesn’t buy happiness because money sure can solve a lot of problems. But it sure doesn’t buy contentment or make it any easier to stay out of your own head sometimes. Benchmarking yourself against people who are more successful than you could provide the motivation to get better but it could also blind you to the fact that no one’s life is perfect.
5) 7 strategies for better group decision-making [Source: HBR]
Group decision-making results in the clash of minds. Larger pools of knowledge are by no means a guarantee of better outcomes. This article highlights seven simple strategies for more effective group decision-making. a) Keep the group small when you need to make an important decision: Large groups are much more likely to make biased decisions. Research shows that groups with seven or more members are more susceptible to confirmation bias. b) Choose a heterogenous group over a homogenous one (most of the time): Various studies have found that groups consisting of individuals with homogeneous opinions and beliefs have a greater tendency toward biased decision making. Teams that have potentially opposing points of view can more effectively counter biases.
c) Appoint a strategic dissenter (or even two): One way to counter undesirable groupthink tendencies in teams is to appoint a “devil’s advocate.” This person is tasked with acting as a counterforce to the group’s consensus. d) Collect opinions independently: To get the most out of your team’s diverse capabilities, it’s recommended to gather opinions individually before people share their thoughts within the wider group. e) Provide a safe space to speak up: If you want people to share opinions and engage in constructive dissent, they need to feel they can speak up without fear of retribution. Actively encourage reflection on and discussion of divergent opinions, doubts, and experiences in a respectful manner.
f) Don’t over-rely on experts: Experts can help groups make more informed decisions. However, blind trust in expert opinions can make a group susceptible to biases and distort the outcome. g) Share collective responsibility: Finally, the outcome of a decision may be influenced by elements as simple as the choice of the group’s messenger. We often observe one single individual being responsible for selecting suitable group members, organizing the agenda, and communicating the results. When this is the case, individual biases can easily influence the decision of an entire team. The better the quality of the decision-making process and the interaction between the group members, the greater your chances of reaching a successful outcome.