Coburn Ventures Podcast

Last week, we discussed Decision Making Prisons with Dr. Morris Pickens, and today, we continue the discussion with Greg Parsons. Greg has held many positions inside corporations as Creative Director, CMO and as a Design and Strategy consultant at Stone Yamashita Partners. This background has given him a view into many stages of the creative and strategic process inside corporations. Greg will discuss common prisons he has seen teams get into and importantly, offers us some key questions to help us work our way out. Let's jump in.

One of the more under-the-surface questions we get from clients is: Can we help them understand why their decision-making processes do not exactly seem to be serving them and their team? They know they can do better but can't quite identify what's in the way. Today we have Dr. Morris Pickens to discuss what he calls decision making prisons, and how to get out of them. Let's jump in.

Pip Coburn, a key figure at Coburn Ventures, unpacks the complex world of stock picking through a structured lens. He introduces the four essential jobs of stock picking, emphasizing the importance of business analysis over mere stock analysis. The conversation highlights the intricate dynamics between analysts and portfolio managers, shedding light on collaboration and skill development. Coburn encourages a broader strategic perspective for portfolio managers, blending knowledge and wisdom to enhance investment decisions in a competitive landscape.

Matthias Hollwich, an innovative architect and founder of HWKN, joins the conversation to connect architecture with investment problem-solving. He shares insights from Roger Martin's 'The Opposable Mind,' highlighting the significance of integrative thinking. The discussion emphasizes embracing diverse perspectives to enhance creativity and decision-making. Hollwich also provides practical exercises to uncover unique investment insights and explains how human-centric approaches in architecture can inspire innovative solutions for complex challenges.

Why are we talking about turnarounds today? We have been examining some periods in which money is made or lost very, very quickly and therefore we are sharpening our tools to more accurately, helpfully gauge where companies and then stocks may go. Turnarounds certainly fit this bill: they are typically very high degree of difficulty, the timing of the investment is important, and the hero's journey they present is so tempting. We are fortunate to have our friend Dan Papes with us today to tell us more about decisions he made to help steer a massive turnaround at Digital Realty. Let's jump in.

We have been having conversations about "stock disasters" over the last few months, so now let's balance the scales a bit by discussing some of the elements that can lead to stock successes. As usual, we're going to start below the ground level, at that point when you're first asking yourself that very important question: "I think I'm onto something here, but could the market really be so wrong?". Let's jump in.

Discover the secrets to transforming investment meetings into hubs of collaboration and insight. Learn how cognitive diversity can enhance decision-making and spark unique ideas. Delve into strategies for navigating power dynamics, ensuring every voice is heard. Explore engaging techniques like the 'Greatest Hits' approach, which fosters inclusivity and energizes discussions. Get inspired to design meetings that not only improve teamwork but also lead to significantly better investment outcomes.

What can we do to build great investment teams? Today, we walk through six questions that we ask ourselves and work on with others when aiming to build a team from scratch or more likely, make enhancements as we go. There's something in here for everyone, and this conversation may be one of the most "worth it" we've explored: a great team is so much more than the sum of its parts by far-- it brings people alive, and produces uncommon value, and that's the kind of leverage we really like. Let’s jump in.

Investing is a practice of constant adaptation… adaptation to changes in our world, society, the economy, the market, and our own industry. Today we are looking closer at just how the game has changed in the last decade or so, and some potential pathways for constructive, ongoing adaptation. Let’s jump in.

Today we’re back with a fourth stock disaster. We will sprinkle these in sporadically throughout the year for you in the hopes you can learn from our mistakes and our responses to those mistakes. Interestingly enough, we all might acknowledge that stock disasters are not commonly shared internally even though we are in an industry with a high failure rate: we are not engineers building bridges who need the failure rate approaching zero, we are more like baseball players at bat: 1 in 3 will get the job done and be considered high performing! Beating the market can be done while also striking out repeatedly! Perhaps ignoring the strike outs just isn't a complete way to look at the work we do! In that vein, lets jump into today's beast offered up by Pip: General Instruments.