A Quote by Patrick Collison
Being a public company certainly doesn't stop you from taking a really long-term time horizon, but it does make it more difficult.
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Being captive to quarterly earnings isn't consistent with long-term value creation. This pressure and the short term focus of equity markets make it difficult for a public company to invest for long-term success, and tend to force company leaders to sacrifice long-term results to protect current earnings.
You can't invest in natural gas on a daily basis. It's too volatile. But if you think of natural gas as a long-term holding, then you push your profit horizon out. A long-term time horizon would be at least two years.
Going public for the sake of going public is not really an optimal thing. You're going public because as a company you believe it is the right thing to do and it will benefit the ability of the company to achieve its long-term objectives.
One of many strengths that I often see in successful women on Wall Street is a responsible balance between risk taking and risk mitigation - the ability to assess situations smartly and make the right medium-to-long-term decisions without being lured into reckless, short-term profit-taking.
The company has been clear from the start that we try to serve customers long-term, and long-term investors are going to be more excited about Amazon than short-term investors.
We believe strongly that in the long term, we will be better served - as shareholders and in all other ways - by a company that does good things for the world even if we forgo some short term gains. This is an important aspect of our culture and is broadly shared within the company.
I think markets are often not thinking on a long-time horizon, I think that our government structurally is doing even less so. When we have a government where we have people who are up for election at most once every six years for a U.S. senator, that's a time horizon that is much shorter than in a market that a company is looking at 10, 15, 20 years which is a time horizon over which a stock price is typically valued.
I love when I think we're taking territory - if it makes sense in the long term, we just don't give a damn what it looks like in the short term. After all, we're running a cult, not a normal company.
The easiest thing is to make sure you feel happy and satisfied in this moment. Setting long term goals is much more effort taking, but at the same time much more fulfilling.
The most important thing that a company can do in the midst of this economic turmoil is to not lose sight of the long-term perspective. Don't confuse the short-term crises with the long-term trends. Amidst all of these short-term change are some fundamental structural transformations happening in the economy, and the best way to stay in business is to not allow the short-term distractions to cause you to ignore what is happening in the long term.
The most self-disciplined people in the world aren't born with it, but at one point they start to think differently about self discipline. Easy, short-term choices lead to different long-term consequences. Difficult short-term choices lead to easy long-term consequences. What we thought was the easy way led to a much more difficult life. I think that motivation is sort of like a unicorn that people chance like a magic pill that will make them suddenly want to work hard. It's not out there.
Profitability, growth, and safeguards against existential risks are crucial to strengthening a company's long-term prospects. But if these three factors constitute a company's 'hard power,' firms also need 'soft power': public trust and acceptance, won by fulfilling a company's social responsibility.
Focus on the long term, and always do what's right to grow the company and not make short-term decisions. And outlast everyone one.
There are certainly valid reasons for taking a company private, and it's also possible that C.E.O.s perform better when monitored by a small number of owners in a private company rather than by the dispersed and often uninterested shareholders of a public corporation.
At the end of the day, the Irvine Co. is slowly being transformed. Our long-term goal is to transform what was once an agricultural company to a development company, and to that, the next, final step is to create a large real estate investment company.
I look back and think of all the times I've had to let things go in the past, and how traumatic it seemed while it was happening, but how my understanding of it changed as time passed - and oftentimes things that seem really difficult and traumatic in the short term seem a lot less difficult and traumatic in the long term. So I remind myself of that.
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