Money and Finance
- East Coast Asset Management's Q1 2014 Letter - The Economy Of Evolution
I always enjoy Christopher Begg's letters, but this one I thought was especially good. Link to: The Economy of Evolution In our first quarter letter you will find our portfolio update and general market observations. Each quarter we highlight...
- Eddie Lampert's Letter To Sears Shareholders
Link to: Eddie Lampert's Letter to Sears ShareholdersI am writing to you after my first full year serving as both your Chairman and Chief Executive Officer. While our financial results remain challenged, 2013 may have been the year that justifies...
- At Sears, Eddie Lampert's Warring Divisions Model Adds To The Troubles
Every year the presidents of Sears Holdings’ (SHLD) many business units trudge across the company’s sprawling headquarters in Hoffman Estates, Ill., to a conference room in Building B, where they ask Eddie Lampert for money. The leaders have made...
- Rs Capital Appreciation Fund - Q3 Commentary
Focus... We have come to a keen focus on high-quality growing and advantaged businesses with the benefit of years of visiting, analyzing, and investing in some of the world’s great companies. The structural, competitive, and economic “advantages”...
- Oak Value Fund: Investment Adviser’s Review – Q4 2008
“All armies prefer high ground to low and sunny places to dark.” - Sun Tzu, The Art of War Quoting history’s most widely taught treatise of wartime engagement seems appropriate as we reflect upon the recent quarter, and for that matter, the year...
Money and Finance
Eddie Lampert's Letter to Sears Shareholders
The Adaptive Organization
The pace of change over the past few years and the volatility of the last twelve months seem to have accelerated to the point where businesses and governments are struggling to keep up. In order to drive a strategy one needs to have a context in which that strategy is executed. When oil goes from $50 to $145 and then back to $35 all within a year, what type of strategy can contemplate and manage that? Those who hedged oil purchases looked very smart when oil went up, but when oil declined, some companies experienced huge losses and had to post collateral to maintain those hedges. Nobody wanted to buy trucks last summer and nobody wanted to buy a Toyota Prius in the fall. By winter, nobody wanted to buy any cars or trucks.
As discussed above, during the past year we underwent a major organizational transformation to help us adapt to the accelerated pace of change across all of our businesses. This change goes far beyond economic conditions. New technology and business models have forced many mature industries and businesses to reassess their ability to compete. We put in place boards and leadership teams and developed internal financial reports for each of the business units. We are working to align incentives to close the gap versus industry productivity metrics, as emphasized in our planning process this year. While several steps remain to finalize the processes and systems supporting this structure, we made rapid strides this year in laying the foundation for a more adaptive organization.
In the past, we have described a portfolio approach to managing the business at Sears Holdings. This includes the way we reorganized our business units as well as the way we have invested our capital and managed risk. This is a complicated and complex transition for any company that is used to thinking in a single scenario. For those who don’t agree with the idea of a portfolio approach as the underpinning of strategy, I respectfully disagree. It is easier in theory to manage to a single scenario and a single plan. It is much easier to communicate based on a single scenario and a single plan. But the world is complex and it doesn’t always cooperate. Whether it is changing events on a battlefield, changing events in a sporting contest, or changing events in an industry, being able to adapt and change faster than the competition is a huge advantage.
The pace of change over the past few years and the volatility of the last twelve months seem to have accelerated to the point where businesses and governments are struggling to keep up. In order to drive a strategy one needs to have a context in which that strategy is executed. When oil goes from $50 to $145 and then back to $35 all within a year, what type of strategy can contemplate and manage that? Those who hedged oil purchases looked very smart when oil went up, but when oil declined, some companies experienced huge losses and had to post collateral to maintain those hedges. Nobody wanted to buy trucks last summer and nobody wanted to buy a Toyota Prius in the fall. By winter, nobody wanted to buy any cars or trucks.
As discussed above, during the past year we underwent a major organizational transformation to help us adapt to the accelerated pace of change across all of our businesses. This change goes far beyond economic conditions. New technology and business models have forced many mature industries and businesses to reassess their ability to compete. We put in place boards and leadership teams and developed internal financial reports for each of the business units. We are working to align incentives to close the gap versus industry productivity metrics, as emphasized in our planning process this year. While several steps remain to finalize the processes and systems supporting this structure, we made rapid strides this year in laying the foundation for a more adaptive organization.
In the past, we have described a portfolio approach to managing the business at Sears Holdings. This includes the way we reorganized our business units as well as the way we have invested our capital and managed risk. This is a complicated and complex transition for any company that is used to thinking in a single scenario. For those who don’t agree with the idea of a portfolio approach as the underpinning of strategy, I respectfully disagree. It is easier in theory to manage to a single scenario and a single plan. It is much easier to communicate based on a single scenario and a single plan. But the world is complex and it doesn’t always cooperate. Whether it is changing events on a battlefield, changing events in a sporting contest, or changing events in an industry, being able to adapt and change faster than the competition is a huge advantage.
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- East Coast Asset Management's Q1 2014 Letter - The Economy Of Evolution
I always enjoy Christopher Begg's letters, but this one I thought was especially good. Link to: The Economy of Evolution In our first quarter letter you will find our portfolio update and general market observations. Each quarter we highlight...
- Eddie Lampert's Letter To Sears Shareholders
Link to: Eddie Lampert's Letter to Sears ShareholdersI am writing to you after my first full year serving as both your Chairman and Chief Executive Officer. While our financial results remain challenged, 2013 may have been the year that justifies...
- At Sears, Eddie Lampert's Warring Divisions Model Adds To The Troubles
Every year the presidents of Sears Holdings’ (SHLD) many business units trudge across the company’s sprawling headquarters in Hoffman Estates, Ill., to a conference room in Building B, where they ask Eddie Lampert for money. The leaders have made...
- Rs Capital Appreciation Fund - Q3 Commentary
Focus... We have come to a keen focus on high-quality growing and advantaged businesses with the benefit of years of visiting, analyzing, and investing in some of the world’s great companies. The structural, competitive, and economic “advantages”...
- Oak Value Fund: Investment Adviser’s Review – Q4 2008
“All armies prefer high ground to low and sunny places to dark.” - Sun Tzu, The Art of War Quoting history’s most widely taught treatise of wartime engagement seems appropriate as we reflect upon the recent quarter, and for that matter, the year...