A Quote by Carlos Ghosn
If we come to the conclusion after 90 days that the synergies are big enough to justify the efforts, then we can go to the second step, which consists of saying: what would be the best organization and conditions - including shareholdings - in order to make sure the synergies happen.
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The reason we avoid the word 'synergy' is because people generally claim more synergistic benefits than will come. Yes, it exists, but there are so many false promises.Berkshire is full of synergies - we don't avoid synergies, just claims of synergies.
Synergy is the driver. There are two levels of synergy: there are operating synergies, which, you know, you'd have to be stupid not to try to take advantage of, and then there are strategic synergies. In other words, in what positions you would be more sustainable, more long term, and so on.
Synergies are not only about cost reduction. Synergies can be access to markets, exchange of products, avoiding overlaps, exchange of best practices.
Synergies are something that the CEO basically has to force to happen, because organizations are, generally, like bodies in motion that tend to stay in motion. It's very hard to get big organizations to change. And it takes really a very powerful mandate to force things to happen.
Our assimilation efforts are based on building long-term relationships and value with our customers, and the success of these efforts is measured partly by our ability to stimulate customers to make a second purchase within 90 days.
Whenever there's a red carpet event coming up my trainer in LA that I see, I always come to her like three days before and go, 'Can you make me really thin in three days?' She's always like, 'If you come to me consistently all throughout the year, then yes I can. When you come to me with three days and ask to lose 10 pounds it's just not going to happen.' I'm like, 'Do your best. Please. Make me skinny.'
You all know the saying which is very true: What you resist persists. And I'm sure many of you have already found that out in your life. And then suddenly when you let go of resistance you let go of an attachment to something: I need this to happen in order to be happy; I don't want what is, I want something else. To be okay with what is, which is the simplicity of this moment, is the beginning of true change.
Mergers generate substantial synergies.
Reasonable mergers generate substantial synergies, so that provides for earnings and cash-flow growth even if it doesn't provide for revenue growth, and I think that's a big driver.
I think after a big European game you're looking at four or five days. For two days afterwards I don't really do anything. I do a recovery the next day, which is bike work, a light stretch, some yoga and an ice bath after that. Then the second day I would just do the bike again for 20 minutes and then do some strides, which is box to box, just eight of them, just to get the legs going and the blood going again.
If the founders of a start-up are considering selling it, I'd advise them to consider the synergies. Could the buyer give you access to something you don't have now, like a certain technology? Would it make your life easier? Are you looking for a change? Things will change, so you have to be ready for that.
There's a time that may come in an organization where leading by influence is not enough. When things are not going the way they need to go, there's a time when one has to step up... to set the organization back on the right direction.
The best way to guarantee a steady stream of new ideas is to make sure that each person in your organization is as different as possible from the others. Under these conditions, and only these conditions, will people maintain varied perspectives and demonstrate their knowledge in different ways.
All roads lead to 'American Pie.' 'As American as apple pie' was the saying. It was some kind of a big American song that I wanted to write, which would be a conclusion for my show and bring all the songs home, which it still does. I can go anywhere I want with American music and come home to that. And it all makes sense.
Everybody is talking about synergies. You've got to take out every cost you possibly can. You have to position yourself as your services change.You have to think about in five years from now what is going to happen technologically to you. And then you do have to think about M&A or your balance sheet, and you have to think about everything in the context of, "Am I prepared to meet that challenge?".
Confusion conditions activity, which conditions consciousness, which conditions embodied personality, which conditions sensory experiences, which conditions impact, which conditions mood, which conditions craving, which conditions clinging, which conditions becoming, which conditions birth, which conditions aging and death.
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