A Quote by Bill Vaughan

So there is a natural efficiency that you pick up as you can prioritize capital across a bigger set of opportunities. — © Bill Vaughan
So there is a natural efficiency that you pick up as you can prioritize capital across a bigger set of opportunities.
Efficiency innovations provide return on investment in 12-18 months. Empowering innovations take 5-10 years to yield a return. We have ample capital - oceans of capital - that is being reinvested into efficiency innovation.
As an entrepreneur and investor, I prioritize construction and collaboration. Whether it's a five-person start-up or a global giant, the companies that are most productive are the ones whose employees operate with a shared sense of purpose and a clear set of policies for responding to changing conditions and new opportunities.
Our large size, capital base, robust funding profile, extensive distribution network, diversified portfolio, presence across the financial services sector, and leadership in technology position us very well to leverage the growth opportunities across the economy.
Throughout the industrial era, economists considered manufactured capital - money, factories, etc. - the principal factor in industrial production, and perceived natural capital as a marginal contributor. The exclusion of natural capital from balance sheets was an understandable omission. There was so much of it, it didn't seem worth counting.
If the white man can come here uneducated and as an immigrant, and within 10 or 15 years set up an industry that provides job opportunities and educational opportunities for black people, then if the black man, the black leadership, who has access to all of this money and has all of these degrees today, can't use his talent and his know-how to set up business opportunities, job opportunities, housing opportunities for the black people the same as the white leaders have done for white people, then these black leaders need to get off the boat.
CEOs are also chief capital allocators. This is a point Warren Buffett has repeatedly made: that the role management plays in allocating capital across businesses and boosting returns on that capital is a critical yet poorly recognized one.
When we're always connected, we allow others-colleagu es and celebrities, close friends and distant acquaintances, bloggers and news aggregators-set our life's agenda. Our ability to prioritize is paralyzed by the sheer volume of requests, demands, opportunities, and information.
In a world of global trade and integrated capital markets, it is natural for economic and financial shocks and policy actions to be transmitted across borders.
If I am right in supposing it to be comparatively easy to make capital-goods so abundant that the marginal efficiency of capital is zero, this may be the most sensible way of gradually getting rid of many of the objectionable features of capitalism.
The natural capital is not income, but we spend our natural capital as if it were revenue, as if it were going to come back next year without any problems, whereas these renewals in nature can take hundreds of years.
Hedge funds, private equity and venture capital funds have played an important role in providing liquidity to our financial system and improving the efficiency of capital markets. But as their role has grown, so have the risks they pose.
If, for example, each of us had the same share of capital in the national total capital, then if the share of capital goes up it's not a problem, because you get as much as I do. The problem is that capital in capitalist countries is very heavily concentrated, especially financial capital. So then if the share of income from that source goes up, that actually exacerbates inequality.
When I walked to school in the mornings I would start out alone but would pick up four other boys along the way. We would set out together after school across the village green.
Digitally enabled supply chains initially increased efficiency and dramatically shortened lead times. Capital was mobile; labor, less so. Economic activity (production, research, design, etc.) moved to any accessible country or region that had relatively inexpensive labor and human capital.
So you set out to travel to Rome... and end up in Istanbul. You set off for Japan... and you end up on a train across Siberia. The journey, not the destination, becomes a source of wonder.
I watched a couple of really bad directors work, and I saw how they completely botched it up and missed the visual opportunities of the scene when we had put things in front of them as opportunities. Set pieces, props and so on.
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