Tuesday, 23 November 2010

What does it mean?

"How good Islam coupled with faith is.
How good faith coupled with piety is.
How good piety coupled with knowledge is.
How good action coupled with kindness is."

|Raja ibn Haywah, the Allah-fearing Minister to Caliphs' motto|
From Heroes of Islam book

Monday, 8 November 2010

Wednesday, 3 November 2010

BIMB Chairman: Letter to shareholders 2009

Dear Shareholders,
The Board of Directors of BIMB Holdings Berhad (“BHB” or “the Group”) is pleased to report that BHB turned in a satisfactory performance even as we weathered the challenges of a difficult operating environment during the year under review. We are pleased to present the Annual Report and Financial Statements of BHB and the Group for the financial year ended 30 June 2009 (“FY2009”).

Financial Performance

Despite adverse market conditions underpinned by the overall slowdown in global economy, the Group’s revenue grew by 4.44% to RM1.49 billion in FY2009 over the preceding year’s revenue of RM1.43 billion. The bulk of this revenue comprised income derived from the Group’s investment of depositors’ funds and shareholders’ funds of RM1.02 billion and RM0.47 billion respectively.
However, lower recoveries on financing led to a net allowance for losses in financing position amounting to RM123.29 million in FY2009 compared to a net recovery in fi nancing position of RM7.55 million in FY2008. This in turn weighed down on the Group’s profit before zakat and tax (“PBZT”) for the year, which resulted in a 21.20% decline in our PBZT to RM299.13 million (FY2008: RM379.62 million). On the whole, higher fund based activities and stable fee and commission income from our Banking operations helped to balance out a 12.90% decline in profi t from General Takaful and Family Takaful funds from our Takaful segment.
The year saw shareholders’ funds rising 26.58% to RM1.27 billion, while total assets expanded by 15.65% to RM31.90 billion. The Group’s net tangible assets per share grew 5.31% to 119 sen (FY2008: 113 sen), while we posted return on assets of 1.01% and return on equity of 9.98% respectively. On the banking front, the Group remains well-capitalised with a core capital ratio of 12.25% and a risk-weighted capital ratio (“RWCR”) of 13.87%.

Islamic Banking

letter-to-shareholders-01.jpgBank Islam Malaysia Berhad (“Bank Islam” or “the Bank”) made strong strides forward in the year under review, achieving all performance targets and concluding all five pillars of its three-year Turnaround Plan on schedule. The Banking Group’s total income grew 8.38% to RM1.27 billion in FY2009 from RM1.18 billion the year before. Despite adverse market conditions, Bank Islam garnered a satisfactory PBZT of RM235.87 million, although some 25.58% lower than the record PBZT of RM316.94 million recorded in FY2008. The lower PBZT for FY2009 was mainly due to financing recovery from a large customer account in the preceding year. The Banking Group’s financial performance was particularly encouraging as profit before allowances surged 20.80% to RM361.10 million on the back of net financing growth of 6.63% to RM9.66 billion and growth in deposits from customers of 21.44% to RM25.21 billion.
The Banking Group’s capitalisation and asset quality indicators remained strong in FY2009 with its RWCR at 13.87% (FY2008: 13.15%) and core capital ratio at 12.25% (FY2008: 11.27%). In April 2009, Bank Islam had initiated a rights issue of Islamic Convertible Redeemable Non-Cumulative Preference Shares (“ICRNCPS”) to raise additional Tier-1 capital amounting to RM540 million (“Bank Islam Capital Raising”). Following the completion of the Bank Islam Capital Raising in October 2009, the Banking Group’s RWCR is projected to strengthen further to 18.29%.
letter-to-shareholders-02.jpgThe Banking Group’s asset quality improved considerably as evidenced by the continuous decline in its net non-performing financing ratio to 4.90% (FY2008: 7.82%) and a rise in its financing loss coverage ratio to 80.81% (FY2008: 75.84%). Return on equity and return on assets (based on PBZT) declined to 16.55% (FY2008: 27.11%) and 0.92% (FY2008: 1.50%) respectively, while its cost-to-income ratio dropped slightly to 56.86% (FY2008: 59.58%) notwithstanding the continued investments in branch remodelling, network expansion, as well as its IT infrastructure and human capital development.
All the Banking Group’s business divisions performed well in FY2009. Its Consumer Banking division remained the largest contributor, representing 66.39% of the Bank’s total gross financing portfolio. The Bank’s non-fund based income also registered a significant jump by 30.60% to RM138.60 million with contributions coming mainly from the Corporate Investment Banking, Treasury and Consumer Banking divisions.

Key Developments

Several key developments took place in FY2009 that helped ensure Bank Islam remained as a dynamic and competitive entity. As a result of its aggressive corporate rebranding, branch remodelling and business transformation initiatives, as well as the introduction of innovative products and services, Bank Islam was conferred the prestigious Platinum Award for the “Most Trusted Brand for Islamic Financial Services” in the annual Reader’s Digest Trusted Brands Award 2009.
The Bank added seven new branches in strategic locations throughout the states of Selangor, Pahang and Sabah bringing its total branch network to 97 branches. The total number of branches is expected to cross the 100 mark by the end of 2009. To sustain the momentum of its branch rationalisation exercise and to enhance its delivery outreach and standards, existing branches were relocated to more strategic business growth areas, while 15 branches were remodelled. On top of this, the Bank continued to promote its alternative delivery channels. To broaden its foreign currency retail services capability, Bank Islam introduced two Bureau de Change outlets – one within the Low Cost Carrier Terminal at the Kuala Lumpur International Airport, and another in Karamunsing, Sabah.
To drive business growth, several innovative products and services were introduced. These included the An Najah NID-I, a healthcare-based capital protected structured investment product and the Al-Awfar, Islamic banking’s fi rst-of-its-kind savings-i and investment-i account which rewards customers with cash prizes. To strengthen its human capital, Bank Islam has developed a structured leadership and succession planning programme. Enhancements to its core banking system, risk management system and financial collection system will go a long way in enhancing the Bank’s overall IT capability.
Bank lslam is also collaborating with Lembaga Tabung Haji (“LTH”) to cross-sell its products and services to LTH’s huge nationwide base of some fi ve million prospects and its vast group of companies. The Bank’s wholly owned subsidiary, Bank Islam Trust Company (Labuan) signed a memorandum of understanding with Bank Muamalat Indonesia to explore cooperation in trust and remittance services to the world’s largest Islamic population. In FY2009, its wholly-owned subsidiary BIMB Investment Management Bhd, secured the Edge-Lipper Malaysia Fund Award for the Best Mixed Asset MYR Balanced Islamic Fund. Moving forward, Bank Islam will embark on its three-year Sustainable Growth Plan that will build upon the strong foundations laid under the Turnaround Plan. This new strategic blueprint incorporates six pillars to drive business growth i.e. business innovation; robust risk management; the strengthening of enabling infrastructure; capability and capacity building; franchise development; and inorganic growth and corporate expansion.

Takaful & Retakaful

letter-to-shareholders-03.jpgTakaful Malaysia recorded a marginal decline in operating revenue of 2.48% to RM1.05 billion in FY2009. The decline was due to the lower contribution from the Family Takaful business in the absence of a product similar to its single contribution investment-linked product, Takaful myAl-Afdhal, which on its own generated RM90.2 million in FY2008. The General Takaful business, however, did grow by 31.12% (based on gross contribution) following a realignment of several non-profitable classes in FY2008 as well as Takaful Malaysia’s enhanced distribution capability through its expanded corporate agent base.
letter-to-shareholders-03.jpgAmidst the uncertainties in the financial markets, Takaful Malaysia garnered investment income of RM171.42 million, higher than the preceding year’s RM150.84 million.This result was all the more commendable given the lower returns from the equity portfolio in line with the lacklustre performance of the local equity market and the declining profit rate from fixed placements. Higher income from other asset classes helped cushion the lower results of the equity portfolio. The Islamic bonds portfolio recorded a significant increase in net income of 20.94% to RM84.69 million, while net income from government investment issues rose by 5.81% to RM19.11 million. As a result of Takaful Malaysia’s proactive management approach, its overall equity portfolio outperformed the FBM Shariah Emas Index by 10.40%.
Takaful Malaysia’s PBZT increased to RM49.72 million against the preceding year’s RM37.91 million. In tandem with the realignment strategy to move out of non-profitable classes, the General Takaful business performed favourably. Furthermore, measures taken to improve productivity and operational efficiency resulted in lower net claims incurred of RM28.18 million and turned the RM21.2 million bad debt expense incurred in FY2008 into a recovery of RM5.6 million in FY2009.

Strategic Initiatives

To maintain its edge amidst a highly competitive playing field, Takaful Malaysia made every effort to bolster its highly successful Mudharabah or profit-sharing model with several value-adding initiatives. As such, a three-pronged strategy was brought into play.
The first strategy, the elevation of customer service levels, saw the company investing in IT solutions to better track and manage the customer experience. Improvements on the human capital
front saw its front-liners being trained to be more responsive and knowledgeable. To better service the middle-upper target market who demand higher quality services, Takaful Malaysia introduced new standard operating procedures to provide a structured and disciplined approach to customer service.
The second strategy, the development of a retail channel of distribution to replace the existing Takaful Family retail model saw the Wakalah model being introduced in late 2008. Involving the recruitment of retail agents or Takaful Financial Consultants, the Wakalah model is similar to a conventional agency structure. This move marks Takaful Malaysia’s entry into the highly competitive agency-driven market where service levels and innovative products are essential for success.
Finally, to expand and streamline its distribution network, Takaful Malaysia grew its number of corporate agents to over 1,000 and introduced the Takaful myDesk at selected Tabung Haji offices.
With this enhanced distribution capability, Takaful Malaysia has been able to reduce the number of branches and streamline its operations thus leading to lower operating expenses and increased operational efficiency.
Early 2009 saw the implementation of Premia, Takaful Malaysia’s new core system that replaced its legacy system. With the enhanced IT infrastructure, the company is in a position to better serve its customers, operate more seamlessly and expand its agency network exponentially. On the human capital front, Takaful Malaysia now has a full team on board and all senior positions have been filled by experienced professionals.
In May 2009, Takaful Malaysia signed a joint venture agreement with PT Syarikat Takaful Indonesia and Koperasi Karyawan Takaful which set out the terms and conditions to govern their respective shareholdings in PT Asuransi Takaful Keluarga. This follows Takaful Malaysia’s RM21.83 million capital injection into PT Asuransi Takaful Keluarga in the same month.
With Bank Negara Malaysia planning to issue two new Takaful licences, the outlook for Takaful products and services is bright although the playing field is expected to become more competitive. New players which will help keep the industry vibrant as they raise the bar on product and service innovations as well as compelling all players to work even harder.

Stockbroking

letter-to-shareholders-05.jpgFor the year under review the BIMSEC Group recorded a PBZT of RM0.42 million. This represents an 87.11% decrease from the previous year’s PBZT of RM3.24 million. At company level, BIMB Securities Sdn. Bhd. (“BIMSEC”) also showed a decrease in PBZT from the previous year‘s RM3.58 million to RM0.79 million. This was attributable to the adverse global environment which affected the local equity market from the fourth quarter of 2008 onwards.
Moving forward, our stockbroking arm will continue to enhance its retail and institutional businesses against the backdrop of current market sentiments. BIMBSEC is optimistic that its market share in terms of trading volume and value will improve as a result of aggressive marketing efforts and the strengthening of our dealing and research teams.

Venture Capital

letter-to-shareholders-07.jpgThe combined Loss Before Zakat & Tax (“LBZT”) of the Venture Capital arm of the Group, comprising BIMB Venture Capital Sdn Bhd (“BIMBVC”) and BIMB Musyarakah Satu Sdn Bhd (“BIMBMS”), for the year under review was RM2.71 million. (Note: BIMBMS turned in a LBZT for the year of RM2.73 million, whereas BIMBVC posted profit before tax of RM0.02 million).
As part of efforts to rationalise the Group’s business activities, the Group had made a conscious decision not to pursue further involvement in the venture capital industry. The strategy for our Venture Capital division going forward is to recoup the remaining investment held by BIMBMS. Currently, BIMBVC is undergoing the process of a members’ voluntary winding-up.

Leasing (Ijarah)

The property leasing arm of the Group, Syarikat Al-Ijarah Sdn. Bhd., posted a PBZT of RM17.12 million for the year under review, which is a decrease of 24.40% from last year’s PBZT of RM19.50 million. This is due to the decrease in lease rental income in 2009 by 98.07% or RM28.32 million due to the redemption of assets leased to Bank Islam in July 2008. This, consequently gave rise to an exceptional gain on redemption of RM14.54 million, partly offsetting the decline in lease rental income.

Corporate Governance Practices

As part of our commitment to uphold the tenets of transparency, integrity and accountability, the Group continues to undertake strong corporate governance measures that aim to protect and enhance shareholder value. Stringent internal controls are deeply embedded within our corporate culture to ensure that transparent and accountable reporting are in place. The Group Enterprise Risk Management Framework which helps us to identify, evaluate, manage and monitor significant risks has been adopted by our major operating subsidiaries. Recognising that IT is key to supporting service efficiency and delivery systems as well as the implementation of a risk-based capital framework, our Banking subsidiary, Bank Islam, has developed an IT Risk Framework that has also been adopted by Bank Islam’s subsidiaries.

Corporate Responsibility Initiatives

As an investment holding company operating in compliance with Shariah principles, the BHB Group is committed to undertaking responsible and sustainable corporate practices that enable us to balance our good bottom-line performance with respectable social and environmental performance. In the year under review, our subsidiaries continued to implement tangible corporate responsibility (“CR”) initiatives in the areas of the Community, Workplace, Marketplace and Environment. Details of the year’s CR initiatives can be found in the CR section of this Annual Report.

Economic Outlook

In its October 2009 “World Economic Outlook”, the International Monetary Fund (“IMF”) reported that the global economy appears to be expanding once again, bolstered by the strong performance of Asian economies and stabilisation or modest recovery elsewhere. In the advanced economies, unprecedented government intervention has stabilised activity and has fostered a return to modest growth. Emerging and developing economies are generally further ahead on the road to recovery, led by a resurgence in Asia and helped by the recent rebound in commodity prices and supportive policies. Many countries in emerging Europe and the Commonwealth of Independent States have been hit particularly hard by the crisis, and developments in these economies are generally
lagging behind those elsewhere.
letter-to-shareholders-06.jpgThe pace of recovery is slow, and activity remains far below pre-crisis levels. The pickup is being led by a rebound in manufacturing and a turn in the inventory cycle, and there are some signs of gradually stabilising retail sales, returning consumer confidence, and firmer housing markets. As prospects have improved, commodity prices have staged a comeback from lows reached earlier this year, and world trade is beginning to pick up. Thus, after contracting by about 1% in 2009, global activity is forecast to expand by about 3% in 2010 – still well below the rates achieved before the crisis. Going forward, the IMF is projecting global growth of about 3.1% in 2010.
For the ASEAN economies, the outlook is more mixed. In the more export-oriented economies such as Malaysia and Thailand, activity will increase gradually during the second half of 2009, with stronger growth projected in 2010. In Malaysia, consumer and business confidence has started to improve, possibly influenced by the Government’s fiscal stimulus packages, historically low interest rates and recent liberalisation measures to support the Malaysian economy. The IMF projects that Malaysia’s real GDP will contract to 3.6% in 2009 and will recover to reach 2.5% in 2010.

Market Outlook

On the Malaysian banking front, Islamic banking assets at the end of 2Q 2009 comprised about 19% of total banking assets, with total financing amounting to RM118 billion representing
approximately 20.1% of the banking industry’s total financing portfolio. Net non-performing financing for Malaysia Islamic banks remained low at 2.4%. Islamic debt securities also continued to maintain their dominance in the Malaysian bond market, accounting for about 58% of the total bond market with almost two thirds of the equity market comprising Shariah compliant securities. The Takaful sector also experienced a growth with funds asset registering an increase of more than 8%.
The burgeoning Islamic finance segment continues to grow. The last 10 years have seen an increase in Islamic financial institutions that include full-fl edged Islamic banks and financial development institutions that engage in Islamic banking, takaful, re-takaful and capital market activities. Several of these players continue to form strategic partnerships with foreign players. Following the announcement of liberalisation initiatives in April 2009, new mega Islamic banking licenses and up to two family takaful licenses are expected to be issued
this year.
On the global front, Islamic fi nancial assets are projected to grow to USD1.6 trillion by 2012 while outstanding global sukuk to date is valued at approximately USD152.8 billion. All these
developments underscore the fact that Islamic finance will remain a growing industry with many markets and potential new sources of funds to tap.

Prospects

While the Group has successfully weathered the challenges of FY2009, going forward we remain cautiously optimistic about FY2010’s outlook. Despite the positive signs of economic recovery and the many opportunities in the burgeoning Islamic financial landscape, we will continue to adopt a prudent approach to the management of the asset quality of our banking, takaful and stockbroking business segments. BHB will continue to implement measures to reduce operating overheads and to enhance operational efficiencies while exploring strategic collaboration with the right business partners. To support our business objectives, we will continue to leverage on technology, make improvements to our systems and processes, mitigate risk through a strong corporate governance and risk management framework as well as improve the quality of our human capital.
Our banking subsidiary, Bank Islam, will continue to exercise prudence in its financing activities with an emphasis on the credit quality of its consumer, commercial and corporate clientele. At the same time, it will focus on recession-proof economic sectors, non-fund based income and deposits growth. As it embarks on its new three-year Sustainable Growth Plan (2010 – 2012), the Bank will also continue to invest in capacity and capability building as well as enhance its IT infrastructure and branch network.
As it gears for growth in the new fi nancial year, Takaful Malaysia will remain prudent in its investments and continue to rationalise and right-size its branch network while leveraging on the Group’s infrastructure to market its products and services. Even as Takaful Malaysia works to tighten up its underwriting standards and dispense with unprofi table businesses in its portfolio, we are
confident going forward, it will fi nd itself in a position of strength.
BHB, as a Group, and its subsidiaries will work hard to face the challenges of the marketplace and capitalise on the many opportunities before us while undertaking the necessary measures to protect stakeholders’ interests. Going forward, we envisage that the Group will perform satisfactorily in FY2010.

Acknowledgements

The Board of Directors wishes to convey our sincere appreciation to our shareholders, customers and business associates for your unwavering support of BHB and confidence in the Group. Our
gratitude to the Government and regulators, in particular Bank Negara Malaysia, the Securities Commission and Bursa Malaysia Securities Berhad, for their steadfast guidance and support.
To the loyal and hard working management team and staff at BHB Group, please accept our heartfelt appreciation for your perseverance and fine work that continues to propel us forward on our journey to success.
The Board would also like to assure our valued Shareholders that we will continue to work hard to leverage on our expertise and insights to further strengthen and secure the future growth of the Group. We trust that all our stakeholders too will continue to give us their continuous support as we endeavour to strengthen and grow BHB.

Thank you and Wassalam.
TAN SRI SAMSUDIN OSMAN
Chairman

http://www.bimbholdings.com/about-us/letter-shareholders

Tuesday, 2 November 2010

Warren Buffet: The secret of the billionaire's success

Warren Buffet: The secret of the billionaire's success

Stocks plunge, banks implode, currencies teeter...Amid the wreckage of the world financial system, only one man stands tall. So what's Warren Buffett's secret? Sally Ann Lasson finds the answer in his incredible life story

Monday, 16 February 2009
Sage advice: Warren Buffet has a philosophy for every part of life, not just arbitrage
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Sage advice: Warren Buffet has a philosophy for every part of life, not just arbitrage
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I first heard of Warren Buffett 10 years ago, in an article written by Dominic Lawson. At the time, I did know the difference between a repayment mortgage and an interest-only mortgage, but that was about the extent of my interest in financial affairs. Bankers and investors were people you gave a wide berth to at parties, on the grounds that they were certainly immoral and probably criminal. (Or both, as it turns out.) Anyway, there was an intriguing nugget in this article. It said that in spite of being richer than God, Buffett has always lived in the house that he bought for $31,500 in 1958. A Master of the Universe who does not live in a lateral duplex penthouse shrine to his own fabulous ego? What the hell was going on here?
The publication of the thousand-page official biography of Warren Buffett, The Snowball by Alice Schroeder, couldn't have come at a better time. It is surely the book of the moment, because a history of Warren Buffett is a history of high finance from the 1930s to the present day. To know Warren – and I think of him as Warren now – is to love him. He looks like George Burns, and he plays the ukulele; plus, he is not a crook. You just want to pick him up and take him home.
The hardback was published towards the end of last year. It is an extremely heavy book, very difficult to prop up in bed. You have to wedge it against a pillow to read one side, and then turn around and wedge it the other way to see the next page. It took me more than two months to finish, and I had to read many parts of it over and over again to make sure I'd understood everything correctly. I'd go to sleep thinking I'd finally cracked the finer points of arbitrage only to find out that, no, the next night it was all gone again. I took to underlining and writing notes and prompts. I also attempted to engage anyone I spoke to on the subject. And I mean anyone.
The whole secret of his success can be reduced to this: invest your money in good companies that you think are well run. Reinvest the profits in other good companies. Never borrow money. Do all this, and your money will compound in value. There. Sounds simple, doesn't it?
Nonetheless, it took someone special to make it all sound so simple in the first place. Warren's infatuation with numbers began very early in life, when he started to calculate the odds on which of his marbles would go down the plughole first, in a game of his own devising. His interests quickly spread to collecting – stamps, coins, bottle tops, licence-plate numbers – and, of course, reading.
He could memorise whole books of numbers, and when he was six he ran his own business selling chewing gum door to door. It wasn't long before he had diversified into Coca-Cola (a brand he would, many years later, own a large chunk of) and used golf balls, which he spent hours collecting. He often used to involve friends in these small enterprises, realising that because he was somewhat socially awkward and emotionally withdrawn himself, it was essential to network within a group of trusted peers. This would become the template of how he would always do business, and the foundation of the investment partnership that eventually become Berkshire Hathaway.
By the time he was 10, Warren had pretty much figured out what he was going to do with his life. He wanted money. "It could make me independent. Then I could do what I wanted with my life. And the biggest thing I wanted was to work for myself. The idea of doing what I wanted to do every day was important to me."
The funny thing is that what he wanted to do every day was always exactly the same. Unless travelling to board meetings on his private jet (the famously named Indefensible), his days always follow the same pattern: he drives one and a half miles from the house he bought in 1958 to the modest office he's always occupied in downtown Omaha, Nebraska, in the Midwest, and sits down at the desk that had belonged to his father Howard, at exactly 8.30am. He then spends his day trading and reading every single scrap of financial information he can acquire, including daily reports on the performance of each of the thousands of companies he owns; reports detailing everything down to how many pounds of Peanut Butter Hearts were sold by See's Candies the day before. He goes home at 5.30pm.
He is a creature of habit in most respects. "I like eating the same thing over and over again. I could eat a ham sandwich every day for 50 days in a row." He eats his food in sequence, one item at a time, and does not like the individual elements of a meal to touch. His favourite foods are chocolate-chip ice cream, popcorn, hamburgers and Cherry Coke.
His work is his obsession, but his other big interest is bridge. He plays on the internet every night if he is at home, or with his regular partner and friend of many years, Sharon Osberg, a world champion. In 1993, they entered the mixed pairs at the World Bridge Championship and unexpectedly qualified for the finals. It was Warren's debut in a serious tournament and, finding it all rather stressful, he withdrew. Playing bridge is the only thing he knows how to do on his computer, which is funny, considering that his best friend and mini-me is Bill Gates.
It was love at first sight when Warren met Bill in 1991, and it wasn't a huge surprise when, in 2006, he announced that he would give most of his fortune to the Bill & Melinda Gates Foundation. After much consideration, he concluded that they were the only people who knew how to deal with such a fantastic amount of money – about $60bn. He was never going to bequeath it to his children (he has three) as he doesn't believe that to be a morally sound act, but he has been increasingly generous to them in recent years, when he appears to have mellowed on the subject. Interestingly, when his own father was dying in 1964, he had himself removed from the will to increase the share left to his two sisters. He felt that the amount – $180,000 – would be pretty easy for him to earn himself. And so it turned out.
So, what can we learn from the Sage of Omaha? Should we all be reprogramming our minds to work the Warren way? Well, we can try. After all, this Master of the Universe has a philosophy for every part of life, not just arbitrage. There are lessons to be learnt about, say, dieting...
On dieting
Warren diets by numbers – how else? He would sometimes limit himself to as little as 1,000 calories a day, but he's managed the budget however he liked. The central idea behind his strategy is to get the pain of dieting over with fast. "I reckon I can eat about a million calories a year and maintain my weight. I can spend those calories how I want." When his children were young, he'd write them cheques for $10,000, payable on a certain date if he weighed more than an agreed amount. They never got to cash those cheques. He preferred to lose weight rather than money.
On financial derivatives
"Derivatives are like sex," he said in 1998. "It's not who we're sleeping with, it's who they're sleeping with that's the problem." In 2002, he famously predicted that derivatives would destroy our financial institutions. Warren's predictions have been so accurate in recent years that he has been upgraded from the Sage to the Oracle of Omaha.
On success
Reassuringly, in these straitened times, even a multibillionaire like Warren knows that not everything comes down to money. "Basically, when you get to my age, you'll measure your success in life by how many of the people you want to love you actually do love you. If you get to my age in life and nobody thinks well of you, I don't care how big your bank balance is, your life is a disaster."
On love
Likewise, there are some things that all that filthy lucre won't get you: "The trouble with love is that you can't buy it. You can buy sex. You can buy testimonial dinners. You can buy pamphlets that say how wonderful you are. But the only way to get love is to be lovable. It's very irritating if you have a lot of money. You'd like to think you could write a cheque."
On 'the circle of competence'
Warren believes in operating within his own limitations in what he called the circle of competence. He has, in effect, drawn a line around himself and stays within the subjects on which he is an absolute expert. He has never bought technology stocks, for example, because he doesn't understand the business. This caused him to be written off in the 1990s dotcom boom, which he said wouldn't last (and which, of course, didn't). Only twice has he bought stock outside the US.
On positive thinking
Even the greatest achievers have to take the occasional step backwards. Even Warren. His message: don't get your less glorious moments out of proportion. "If you go from the first floor to the 100th floor of a building and then go back to the 98th, you'll feel worse than if you've just gone from the first to the second, you know. But you've got to fight that feeling, because you're still on the 98th floor."
On ideas
Light-bulb moments of genius aren't the only route to life-changing success. In fact, you're sometimes better off with a less impressive idea. "You can get in more trouble with a good idea than a bad idea," Warren's mentor Ben Graham taught him, "because you forget the good idea has limits."
The 'Inner Scorecard'
There are two kinds of people in life, according to Warren: those who care what people think of them, and those who care how good they really are. Which are you? "The big question about how people behave is whether they've got an Inner Scorecard or an Outer Scorecard. It helps if you can be satisfied with an Inner Scorecard. I always look at it this way. I say, 'Lookit. Would you rather be the world's greatest lover, but have everyone think you're the world's worst lover? Or would you rather be the world's worst lover but have everyone think you're the world's greatest lover?' Now, that's an interesting question."
On looking after yourself
Warren has never smoked or drunk alcohol. He is, at 78, extremely healthy. One of his homilies to college students is about imagining that a genie appears to you at 16 and offers you a car of your choice. There's only one catch; this is the last car you're ever going to get. "I would read the manual about five times. I would always keep it garaged. If there was the least little dent or scratch, I'd get it fixed right away because I wouldn't want it rusting. I would baby that car because it would have to last a lifetime. That's exactly the position you are in concerning your mind and body."
On culture
The Sage of Omaha has excluded culture from his life because it would interfere with his focus on business. For 30 years, he didn't notice a Picasso hanging in a bathroom at the house of his best friend Kay Graham, former publisher of The Washington Post, until it was pointed out to him.
Dealing with your deficiencies
Warren was very influenced by the book How To Win Friends and Influence People by Dale Carnegie, first published in the 1930s. The book lists 30 rules of behaviour. The first is: "Don't criticise, condemn, or complain." This idea riveted Warren, who hated criticism. In his early twenties, he signed up for a Dale Carnegie course in public speaking. "You can't believe what I was like if I had to give a talk. I was so terrified that I just couldn't do it. I would throw up. In fact, I arranged my life so that I never had to get up in front of anybody." The course was a success and Warren has been teaching, lecturing and explaining everything he can to anyone who will listen ever since. He seems to have viewed Berkshire Hathaway as a teaching tool right from its inception, and its annual shareholders' reports are pored over like tablets from Moses.
On politics
Although his father was a Republican Congressman, Warren is a life-long Democrat who supported Barack Obama. He rails against what he insists is an inequitable tax system whereby he pays a lower rate of tax than his secretary.
On career selection
Find something you are passionate about. Only work with people you like. If you go to work every morning with your stomach churning, you're in the wrong business.
On golf
The love of golf is another thing he has in common with Bill Gates. Warren attended the Gates's wedding on New Year's Day in 1994, which was held on the 12th tee of the Four Seasons golf course in Hawaii.
On the 'bathtub memory'
Warren never dwelled on anything unpleasant. He came to think of his memory as functioning like a bathtub. The tub filled with ideas and experiences and matters that interested him. When he had no more use for the information, whoosh – the plug popped up, and the memory drained away. Painful memories were the first to be flushed, along with anything that might detract him from his goal: to become a millionaire.
On the rules of investment
Rule No 1: don't lose money. Rule No 2: don't forget Rule No 1. Rule No 3: don't get into debt.
And finally...
In case you have any doubt as to the wisdom of any of these points, it is worth one last reminder that Warren is indeed a man worth listening to. (You may need to ask your financial adviser to explain the finer points of the following tale. And if he or she doesn't understand it either, you may need a new financial adviser.)
Long-Term Capital Management was the largest hedge-fund start-up in history when it launched in 1994. Warren was approached to invest in it, but declined – he didn't think it had the margin of safety within which he liked to operate, although the highest loss LTCM contemplated was 20 per cent of its assets.
The fund was astonishingly successful and amassed $7bn of capital in just three years. The investors specialised in buying risky positions in such large amounts that they couldn't fail. Or they thought they couldn't. But then Russia defaulted on its rouble debt in 1998, and the Dow dropped in a global margin call, with investors panicking and selling. Soon, LTCM was forced into leveraging the leverage that was already leveraged. Finally, the Federal Reserve was forced into taking the unprecedented step of bailing out a private investment firm.
So, yes, Warren was right. The risk was there after all. It's a sorry story worth checking out, as it provides a model of our current situation. The moral of the story? Warren would never have gotten us into this mess.
Berkshire Hathaway: His empire in numbers
$62bn
Warren Buffett's net worth, making him the world's richest man.
$100,000
The salary paid to Buffett, one of the lowest-paid CEOs of a large company in America.
1962
The year Buffett began buying stock in Berkshire Hathaway, which began as a textile manufacturing company in 1839. By 1967, Buffett, now controlling the business, had moved into insurance and other investments. By 1985, BH had ceased its textiles operations.
58 million
The number of shares in Tesco bought by Buffett in 2006, making him a top shareholder.
$89,000
The current value of Berkshire Hathaway's shares, listed on the New York Stock Exchange; they peaked at $148,000 in 2008.
32,000
The number of people who attended the BH AGM in 2008. Held in Omaha, Nebraska, it is known as "the Woodstock of capitalism".
13
Age at which Buffett filed his first tax return, deducting $35 for his bicycle (he had a newspaper round).
3bn
In Swiss francs, the fresh capital Berkshire Hathaway injected into the insurer Swiss Re last week. In 2008, Buffett invested $5bn in Goldman Sachs and $3bn in General Electric.
19%
The stake, worth just over £2bn, that Buffett holds in Wrigley, the chewing-gum maker.
$13.73
The value to which Harley-Davidson shares soared when Buffett bought a $300m tranche of debt in the company this month.
$32
The price of a Berkshire Hathaway branded men's polo shirt in 'Espresso brown', sold on the company website.
Sources: ft.com; Forbes
They did it their way: Wisdom of the self-made moguls
Steve Jobs is the co-founder of Apple, the computer manufacturer whose revenues topped $32bn in 2008, and digital animation studio Pixar, whose last movie 'Wall-E' has grossed $533,692,120 worldwide.
"Don't be trapped by dogma, which is living with the results of other people's thinking. Don't let the noise of other's opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become."
John Paul Getty (1892-1976) was the oil magnate named the richest living American by 'Fortune' magazine in 1957. His net worth was approximately $50bn at his death. This is the first of his "10 secrets of success" from his book 'How To Be Rich'.
"The man who wants to go into business for himself should choose a field which he knows and understands. Obviously, he can't know everything there is to know from the very beginning, but he should not start until he has acquired a good, solid working knowledge of the business."
John D Rockefeller (1839-1937), founder of Standard Oil, revolutionised the oil industry and became the model for modern philanthropy. His estimated net worth at his death was more than $300bn.
"A friendship founded on business is a good deal better than a business founded on friendship."
Richard Branson founded Virgin Enterprises, which now encompasses more than 350 companies. He has an estimated net worth of $4.4bn.
"Business opportunities are like buses: there's always another one coming."
Russell Simmons founded Def Jam records in 1984. Def Jam artists include LL Cool J, Beastie Boys, Public Enemy and Jay-Z. Universal bought out Simmons in 1998 for a reported $100m.
"I've been blessed to find people who are smarter than I am, and they help me to execute the vision I have."
Sam Walton (1918-1992) founded the department store chain Wal-Mart, which, according to the 2008 Fortune Global 500, is the world's largest public corporation, with annual revenues of more than $400bn.
"High expectations are the key to everything."
Martha Stewart, TV host and founder of the Omnimedia business empire. In 2003, she was convicted of securities fraud and sentenced to five months in prison. Her net worth was, none the less, estimated at $638m in 2007.
"I think it's very important that whatever you're trying to make or sell or teach has to be basically good. A bad product and you know what? You won't be here in 10 years."
Harvey Firestone (1868-1938) was the founder of the Firestone Tire & Rubber Company, whose international success was a boon to the entire US economy during the 20th century.
"Capital isn't that important in business. Experience isn't that important. You can get both of these things. What is important is ideas."
Shipping magnate Aristotle Onassis (1906-1975) left Greece for Argentina at the age of 17 with just $63. He had made his first million within two years.
"After a certain point money is meaningless. It ceases to be the goal – the game is what counts."
Donald Trump, the real estate developer, was valued at $3bn in 2007. The economic crisis has hurt his finances, but he is countersuing his creditors and says the crisis is an act of God.
"Experience taught me a few things. One is to listen to your gut, no matter how good something sounds on paper. The second is that you're generally better off sticking with what you know. And the third is that sometimes your best investments are the ones you don't make."
Thomas Edison (1847-1931) was the inventor of the electric light bulb and founder of General Electric, one of the original 12 companies listed on the 1896 Dow Jones Industrial Average. GE is the world's tenth largest company.
"Genius is one per cent inspiration, and 99 per cent perspiration." 

http://www.independent.co.uk/news/business/analysis-and-features/warren-buffet-the-secret-of-the-billionaires-success-1622649.html

Warren Buffett’s 1997 Caltech Speech

Excerpts from warren buffett’s 1997 Caltech Speech

July 25th, 2005
Found these excerpts on the fool.com website.

This speech is useful in resovling some question we all have as investors
- how do i accumulate a decent nest egg
- what to focus on when analysing a business (important and knowable)
- how to investigate / research a company


The first section of the speech I have quoted was Mr. Buffett’s answer to the moderator’s question on how individuals can grow their investment portfolio. I think this is the first time I have heard of him using the snowball analogy.

Mr. Buffett: “The first thing to realize is that it takes a long time. I started when I was eleven. Accumulating money is a little like having a snowball going downhill, it’s important to have a very long hill. I’ve had a fifty-six year hill. It’s important to work in sticky snow and you need a little snowball to start with, which I got from delivery the post actually. It’s better if you’re not in too much of a hurry and keep doing sound things.”

“The biggest thing I’ve had going for me is that we have never had big loses. I think almost everyone on Wall Street has had winners that were comparable to what we’ve had at Berkshire Hathaway but we have tended to avoid the losers and we have done that by trying to stick in what I call my circle of competence. I think that is the biggest thing in business, figuring out where you are good and where you are not. It doesn’t make any difference how big the circle is the important thing is that you know where the perimeter is. You can have a very small circle but if you stay within that circle you’ll do fine. It’s like Tom Watson said, “I’m no genius but I’m smart in spots and I stay around those spots.

”“Well that is what I try to do in investments. I try to stick with companies that I can understand. You don’t always have huge winners that way but you’ll almost never lose any significant money. So come back and see me in 56 years and tell me how it worked.

”The second section of the speech is important because it provides us with an understanding of exactly what ideas of Mr. Graham actually caught the interest of Mr. Buffett. I also find it interesting that another great investment mind besides Mr. Graham found that technical analysis is useless. Another idea that he brings up in this section is how knowledge builds on itself. I think that is especially true for investors that already think of the investment process correctly but could present problems to those that follow technical analysis or believe in the EMT.

Mr. Buffett: “Well, the biggest thing was picking up a book when I was nineteen by Benjamin Graham called the Intelligent Investor. I had been interested in stocks since I was six or seven and I’d charted and done all this technical analysis, it was a lot of fun but it wasn’t very profitable. I read the Intelligent Investor and it really had three important ideas in it: Think of a stock as part of a business, don’t think of it as some little ticker symbol moving around but think of it as actually buying a piece of a business just like you’d buy a service station or a dry cleaning establishment in your hometown. Instead you’re buying one-onehundredth of a percent of General Motors.”“Think of what you understand about the business and how you can value it. If it’s one you can’t understand then go onto the next one. His second concept of your attitude toward stock market changes is prices so that he said the stock market was there to serve you not to instruct you. So essentially he said that when a stock goes down that is good news if you know what you’re doing because it just means that you can buy more of a business that you like even cheaper.

“Finally the concept of a Margin of Safety which he said if you were driving a car or a truck that weighs 9800 pounds and you see a bridge that says limit 10,000 pounds you go look for another bridge that says 20,000 pounds and you only buy securities when you think they are substantially below what you think they are worth. Those concepts all made sense to me.” “Those fundamental principles applied in various ways are the key to it [investing]. I’ve had an additional advantage in that I have been in both business and in investments so I have actually seen businesses.

”“Owning See’s Candies, which we bought in 1972, really taught me a lot about the value of brands and what could be done with them so I understood Coca-Cola better when it came along in 1988 then if I had never been in Sees. We’ve got a profit of close to $10 billion dollars in Coke now a significant part of that is attributable to the fact that we bought Sees Candy for $25 million dollars in 1972.

”“The nice thing about investments is that knowledge accumulates on you and if you understand a business or industry once you are going to understand it for the next fifty years. There may be whole big areas you don’t understand, like technology would be with me) but once you understand candy you understand candy.

”The following quote, in my opinion, is a little plug in favor of focus investing.

Mr. Buffett: “When I miss on a business that I can understand, that I know about, and I don’t so something big, doing something small is a great sin in my view. [Those situations] have cost us billions of dollars literally”.

This next answer provides investors with a compelling way to think about investing. His advocating on focusing on the real issues and ignoring the items that don’t matter in the overall equation is a great repudiation of the investing theories behind momentum market players.

Mr. Buffett: “Well, if I could do it would eliminate a lot of other problems. I wouldn’t have to sit and think about whether Coca-Cola had a decent business or Gillette or something of the sort. It’s just that I don’t know how to do it and in business you’re looking for things that are important and knowable. If they’re not important than forget them and if they’re not knowable forget them but if they are important they are knowable and then the question is can you find things that are important and knowable? And you can but predicting the market is one that may be important but in my view is not knowable and I don’t know anyone who has made large amounts of money by predicting the market. If you can’t do it then you don’t want to let it interfere with something you can do.

”“Coca-Cola went public in 1919 or 1920 at $40 a share. It went to $19 within the year. It lost over 50% of its value, sugar went up in price and there were some other things. Now if you thought the market was there to instruct you might think this was a terrible business and I’d better get out of it. Or if you thought you saw the Great Depression coming or World War II, or all of these things you could sit there and think about all kinds of things. The important thing was to recognize what Coca-Cola was so if you put $40 dollars or $19 dollars at the start of that year it would be worth about $5 million now. That is what you really want, the big idea that you can understand.

”In the following answer Mr. Buffett explains how investors can use their own circle of competence in the investment process. I think you’ll enjoy the investigative reporter analogy.

Mr. Buffett: “Well, it is interesting that you mention reporting because Bob Woodward I think back in 73 or 74 when I first got interested in the post we had lunch at the Madison and he was saying what he might so with his money and I said Bob why don’t you assign yourself a story, get up an hour early every morning and work on a story you’ve assigned yourself. Now a sensible story to assign yourself would be what is the Washington Post Company worth. Now if Bradley gave you that story to work on what would you do for the next week or two? You go around and talk to people at Rand Television stations, Brokered Television Stations [?] bought them, and you would try to figure out what are the key variables in valuing a television station and you would look at the four that the Post has and apply those standards to that.”


“You would do the same thing to newspapers. You would try to figure out how the competitive battle between the Star and the Post was going to come out and how much difference the world would might be if the Post won that war then it was at the present time and what Newsweek. All of these things are a lot easier than the problems Woodward would usually be working on. Usually people wouldn’t want to talk to him but on this subject they would be glad to talk to him and then I said when you get all through with that add it up, divide by the number of shares outstanding. All he had to do was assign himself the right story and I assign myself stories from time to time.”

“I may assign myself the story about how Diary Queen works and I can figure that out a lot easier than I can figure out what an Intel is worth. It is reporting. A is getting into fairly simple businesses so there aren’t huge numbers of unknowables and then it is going around and talking to suppliers, its talking to competitors, maybe talking to ex-employees.” “One question I would always ask in the past, when I worked harder at this, I would go around and talk to everyone in an industry and say if you had to buy one of your competitors stocks, if you had to go away for ten years and had to buy one of your competitors stocks, which would it be and why? And if you do this enough times, it’s like reporting, it starts fitting together. It’s not really a complicated proposition.”

The last answer that I he gave in response to a student’s question related back to what Mr. Buffett feels is important for investors to take away from the teachings of Mr. Graham.Mr. Buffett: “Graham emphasized the quantitative in buying stocks below working capital and that sort of thing. I don’t regard that as the important part of his teaching. I really regard those principles of looking at the stock as a business, the margin of safety and those things so in that respect I’m pure Graham from those building blocks the quantitative parts I have changed some from but Graham wasn’t as interested in business as I am actually I mean I find it fun to go in and look at a business and try to determine what makes it tick or not tick and Graham looked at it as something we could do in an office looking at a bunch of numbers and he was very successful but he really believed in the used cigar butt approach to investing.” 

Source: http://blog.rcfunds.com/?p=47

Investment links

1. http://www.oldschoolvalue.com
2. http://www.investopedia.com/articles/05/012705.asp

3. Nice summary of Warren Buffet ways
http://mubbisherahmed.wordpress.com/2010/06/27/warren-buffets-worlds-most-successful-investor-management-style-and-cios/

4. http://www.buffettsecrets.com/articles.htm

Monday, 23 August 2010

Leadership lessons from the ‘Special One’

Saturday August 21, 2010

Leadership lessons from the ‘Special One’


SCIENCE OF BUILDING LEADERS
By ROSHAN THIRAN

“Ferguson is right. Money does not guarantee success. I showed that last season when my Porto team beat Manchester United. It’s all about leadership.” – Jose Mourinho

DURING the recent World Cup, I studied the work of leadership guru cum hostage negotiator George Kohlrieser on high performance teams.

As the new football season kicked off, I started to think about high performance sports teams. And immediately, one name comes to mind – José Mário dos Santos Félix Mourinho.

Jose Mourinho has built three high performance teams in the past few years. The moment he takes over the team, they quickly gel, start to perform and win trophies. How does Mourinho do it?

When Mourinho was asked what the secret to his success was, he humbly responded: “I pray a lot. I believe in God. I try to be a good man so He can have a bit of time to give me a hand when I need it.”

Mourinho may pray a lot but so do other coaches. Mourinho is probably the only coach who has a PhD, earning it from Lisbon’s Technical University.

But praying or having a PhD does not explain how he seamlessly builds high performance teams?

Let’s explore this paradoxical man. Mourinho, with his trademark Armani suit, is called crazy by some and genius by others. Despot and kind. Godly and arrogant. Loved and hated.

Yet, regardless of which team one supports, everyone, including women, has high respect for “The Special One”.

In fact, when Mourinho left his old club Chelsea, his archrivals Sir Alex Ferguson and Arsene Wenger moaned his departure.

Even British Prime Minister Gordon Brown was sad.

In a recent AOS survey, Mourinho topped a poll of celebrities that most office workers would want as their boss.

He won the poll convincingly beating Richard Branson, Barack Obama, Oprah Winfrey, Jamie Oliver and others.

For corporate employees, Mourinho is the “Chosen One”, someone they secretly wish would transform their workplace.

So how does Mourinho keep creating these high performance teams?

According to Kohlrieser in his book Hostage at the Table, there are eight key pillars to high performance leadership:

1) Leading from the mind’s eye – the power of focus;

2) Cycle of bonding – motivation, inspiration, resilience;

3) Leader as secure base – creating trust to drive change;

4) Conflict resolution – resolving differences;

5) Power of dialogue – building bridges with common understandings;

6) High impact negotiation – influencing and persuading;

7) Leveraging strengths – team self-awareness; and

8) Managing emotions – creating high energy.

Leading from the mind’s eye

Mourinho wanted to be a professional football player like his father Felix. But he was so untalented that it ended in embarrassing failure when he was not even allowed on the field.

Mourinho quit football and went to business school. But after just a day, he quit and enrolled in a sports science course, deciding to become the world’s greatest coach instead. And since that day he has kept his mind’s eye focused on being the best coach in the world.

At Porto, Chelsea, Inter Milan and now Real Madrid, Mourinho’s mind’s eye keeps him focused on winning. Even in defeat, he refuses to take the role of loser.

Every team he has managed quickly bounces back from losses because their leader has his mind’s eye fixated on nothing but success.

“It’s no fluke that after a defeat, Inter gets straight back on its feet. That’s all thanks to Mourinho,” claims Diego Milito, an Inter Milan star. In fact, winning is so engraved as Mourinho expresses: “I love players who love to win. They not only win in 90 minutes, but every day, every training session, in every moment of their lives”.

The entire team’s mind’s eye is focused on winning.

Cycle of bonding

Mourinho creates bonds with every single player in his team and personally knows each of them. Mourinho is known for his great “rapport” with his players.

He knows each player intimately and knows which button to press for each player. Some say Mourinho is avuncular and caring, while others say he is an intimidating tyrant.

Neither is true. He simply worked out how to use differing training methods for each player. “His training sessions are spectacular,” says Ronaldo. “They have great intensity but we don’t feel tired because we are extremely motivated.”

Every team Mourinho coaches, bonds like a family. Mourinho adds: “You must create a positive atmosphere and make everyone feel part of the group. In this club, if you go to the barrier, the man at the door feels part of the group and success. The people who work in the kitchen feel part of this family. And I’m one of them.”

Leaders as secure base

Research shows that teams perform best when their leader is a secure base. Mourinho was a coach, friend and secure base to all his players wherever he went. Even with personal issues, he was highly visible and accessible to all players.

The day Mourinho bid farewell to his Chelsea players, there was tears everywhere. He knew them all including their wives and kids and mentioned each one during his three hour farewell.

Inter’s Milito says: “There is no coach like him when it comes to sticking his neck out and defending everyone, that way reducing the tension within the team when things aren’t going well.”

Mourinho is the players’ secure base. Frank Lampard attests of Mourinho: “I love him as a man and as a manager.”

Conflict resolution

All high performance teams are faced with conflict. According to Kohlrieser, high performance teams “put the fish on the table”. By putting the “smelly fish”, or conflict on the table, there is opportunity for everyone to see these issues and work to its resolution.

Mourinho does similarly by constantly delivering feedback and performance assessments to each player. Some players may not like having the “fish on the table”. Joe Cole once received some stinging feedback but took it under his chin and started performing.

Power of dialogue and language

When Mourinho went to Italy, he said: “I studied Italian five hours a day for many months to ensure I could communicate with the players, media and fans.”

It is said that Mourinho speaks 17 languages. He uses the power of dialogue and language to build common understanding of the clear goals he has set for his team.

A self-confessed fan of Ferguson, Mourinho not only became Ferguson’s close friend but great rival. Their bond and dialogue enabled two strong-willed men to build a friendship in spite of their rivalry. Mourinho uses dialogue and language to ensure every single player on his team has similar friendships with him and clear understanding of the end goal.



High impact negotiation

In March 2007, Chelsea was being outclassed in the first half of a Champion League game losing 1-0. A few minutes before half-time, Mourinho angrily storms out.

Chelsea came out of the dressing room a completely new team, winning the game. This happened numerous times throughout Mourinho’s career. Why does his half-time talk always work? He does not yell, he does not scream but he negotiates and influences his players to change.

“I asked the players to enjoy the situation,” Mourinho said of one of his half-time talks. “We had 45 minutes to change things, and I asked them ‘are you scared of it or are you going to enjoy it?’ Psychologically, I just made the players think a little bit.”

According to sports psychologist Andy Barton: “Mourinho will always look to turn a negative into a positive. If a team is 3-0 down at half time and the manager starts screaming about all the mistakes made, it doesn’t help. Instead he’ll focus on things they are doing right, and then tell them how they can turn the game around.”

Mourinho is very specific about what is required to win and influences his players to build a mental image of what is needed.

He spends significant amount of time preparing each player differently for games. He influences and persuades big stars to train and conform to his team patterns.

He treats them all as equals.



Leveraging strengths

Mourinho is a man who knows his strengths and limitations. He once said: “If Roman Abramovich helped me out in training we would be bottom of the league and if I had to work in his world of big business, we would be bankrupt!”

Mourinho understood what he was good at and what each member of his team was capable off. He worked within the strengths of his team and gets the best of each individual. Jim Collins, in his book Good to Great, talks about how great leaders build great teams by “getting the right people on the bus.”

Mourinho has trusted lieutenants that he brings into every team he manages. One of them is fitness coach Rui Faria, who has been with him at every club.

When Faria was asked what Mourinho’s secret was, he responded: “Every other top coach says they work hard and they prepare better than anyone else, but they can’t make what Mourinho does. Everything he does is better. He works harder than anyone else. He knows everything about every player and every game.”

Mourinho knows every single player’s strengths and weaknesses. He knows how to leverage their strengths fully as a team and minimise their weaknesses. And every single player knows each other’s strengths and this team self-awareness is the difference between Mourinho and other top coaches.

Mourinho himself displays great personal self-awareness when he quit football to focus on coaching. This “quitting” is termed the hedgehog principle by Collins.

It is simply to be very clear about what drives you and what you can be genuinely great at, and then relentlessly focus on that.

How many of us persist with things we know deep down, are not going to lead us to success? How many organisations persist on doing things the same way?

Insanity is doing the same thing but expecting different results. Once, Mourinho was termed insane for making three substitutions in the first half of a game he was losing. Mourinho was just addressing the brutal reality of a situation.

Mourinho learnt quickly that there is no relationship whatsoever between functional expertise and managerial ability.

Managing emotions

“Players don’t win you trophies, teams win trophies, squads win trophies,” rants Mourinho daily. But Mourinho does much more than build teams. He builds leaders in each team he manages. At Chelsea, more than half his first team became captains of their national team.

To ensure you build high performance teams, you need to grow leaders. Leadership is needed in every part of your team. You cannot be a giant surrounded by midgets.

When Mourinho arrived at Chelsea there were no stars – he fashioned them. John Terry and Frank Lampard were good players he turned into world class.

He says: “You must work hard and work well. Many people work hard, but not well. You must create good leadership with the players, which is an accepted leadership, not leadership by power or status.”

If we look at back at our careers, most will admit that the period we developed the most was when a manager pushed us to our limit.

Mourinho, more than anyone else, believes in pushing a person to their limits, enabling his team to constantly move out of their comfort zone and into a courage zone.

Final thoughts

That is the lesson of Mourinho. We need special ones. We need leaders like Mourinho who have their mind’s eye focused. “The thing about Mourinho is that you don’t know what he’s going to do next but whatever it is, it will be because he thinks it is beneficial to the team,” says Barton.

Mourinho built numerous high performance teams being an authentic leader through the power of bonding. He worked hard and had thorough forensic preparation for each match but his unique relationship with his players, and his relentless focus made the difference. What are you doing to build high performance teams?



Roshan Thiran is CEO of Leaderonomics, a social enterprise passionate about creating a few Jose Mourinhos’ in Malaysia. For more information on how your organisation can build leaders, call +60123291968 or login to
www.leaderonomics.com.



Sumber: http://biz.thestar.com.my/news/story.asp?file=/2010/8/21/business/6886083&sec=business

Monday, 12 April 2010

How the Bundesliga puts the Premier League to shame

My note:
1. What's your main objective? Football for fan or money?
2. Devise long term strategy (e.g. 10 years) supported by short term plans and medium term reviews and corrective actions
3. Balance up profit and social contribution always the best policy.

How the Bundesliga puts the Premier League to shame

With cheap ticket prices and sound financial management, the Bundesliga is the antithesis of the Premier League

Westfalenstadion

Borussia Dortmund's Westfalenstadion is home to the world's largest stand, where the average ticket price is just €15. Photograph: Michael Sohn/AP

In Germany the fan is king. The Bundesliga has the lowest ticket prices and the highest average attendance of Europe's five major leagues. At Borussia Dortmund their giant stand holds 26,000 and costs little more than £10 for admission. Clubs limit the number of season tickets to ensure everyone has a chance to see the games, and the away team has the right to 10% of the available capacity. Match tickets double as free rail passes with supporters travelling in a relaxed atmosphere in which they can sing, drink beer to wash down their sausages, and are generally treated as desirables: a philosophy English fans can only dream of.

The Bundesliga may be Europe's only fit and proper football league – the sole major domestic competition whose clubs collectively make a profit – yet no German team has won the Champions League for nine years. This success rate, though, could be about to change following Bayern Munich's advance to the semi-finals, following their thrilling disposal of Manchester United last week at Old Trafford.

"The Bundesliga as a brand, a competition, is in good shape. We have a very, very interesting competition, a stable and sustainable business model that relies on three revenue sources," the Bundesliga chief executive, Christian Seifert, tells Observer Sport. A holy trinity comprising match-day revenue (€424m), sponsorship receipts (€573m) and broadcast income (€594m) is the main contributor to the Bundesliga's €1.7bn turnover.

A glance at the continent's other major leagues confirms the state the sport is in. On these shores Portsmouth dice with extinction, while Manchester United and Liverpool build mammoth debt mountains. In Spain, where debts are just as high, La Liga players may strike because of unpaid wages in the lower divisions. The stadiums of Italy are half-filled, and in France their clubs spend more of their income (71%) on players' wages than those of any country.

Seifert says the success of the Bundesliga is because of the "core value" of the supporter coming first at its clubs. This is why tickets are kept so cheap. "Because the clubs don't ask for more money," he explains. "It is not in the clubs' culture so much [to raise prices]. They are very fan orientated. The Bundesliga has €350m less per season than the Premier League in matchday revenues. But you could not from one day to another triple prices.

"Borussia Dortmund has the biggest stand in the world. The Yellow Wall holds 26,000, and the average ticket price is €15 (£13) because they know how valuable such a fan culture and supporter base is.

"We have a very interesting situation. First, tickets are cheap. Second, many clubs limit the percentage of season tickets. For instance, Borussia Dortmund, Schalke 04, Hamburg, Bayern Munich. They want to give more fans the chance to watch games live. If you have 80%, 100% then it is all the same people in the stadium. Also in Germany the guest club has the right to 10% of the tickets for its fans."

Last season La Liga attracted an average of 28,478 fans, Ligue 1 21,034, Serie A 25,304 and the Premier League 35,592. These figures are dwarfed by the Bundesliga's average of 41,904. Its soaring attendances are matched by a balanced approach to salaries. "The crucial thing in last year's €1.7bn turnover and €30m profit was that Bundesliga clubs paid less than 50% of revenue in players wages," Seifert says. This is the continent's lowest. In 2007‑08 [the most recent available year] the Premier League paid out 62%.

All this prudent financial management is achieved despite the Bundesliga's television income being a modest €594m compared with the Premier League's lucrative return of €1.94bn. Seifert explains the disparity. "The TV market in Germany is very special. When pay-TV was introduced in 1991 the average household already received 34 channels for free. Therefore we had the most competitive free TV market in the world, so this influenced the growth of pay-TV very much. We were forced to show all of the 612 games of the Bundesliga and second Bundesliga live on pay-TV. So we have to carry the production costs of this."

No Bundesliga team has won the Champions League since Bayern Munich beat Valencia in 2001 and its last finalist was Bayer Leverkusen, eight years ago. But Seifert disputes whether the small return from television rights has been a defining factor in this record. "Money-wise, Bayern Munich is ranked in the first four clubs of Europe. And bear in mind even Chelsea, which spent a hell of a lot of money in the last years, didn't win it. Sometimes you could have the feeling that the ability to win the Champions League goes in line with your willingness to burn a hell of a lot of money. For that reason I think Uefa is on very good track with their financial fair play idea."

Deloitte's accountancy figures for the 2007-08 season show all but one Premier League club (Aston Villa) to be in debt. Compare this with the Bundesliga report for last season, which offers a markedly disappointed tone when recording that "only 11 of the 18 clubs are now in the black".

Pressed further on the lack of success in Europe's premier club competition Seifert argues for sport's cyclical nature. "At the end of the 1990s the Bundesliga was the strongest in Europe. In 1997 we had won the Champions League [Borussia Dortmund] and the Uefa Cup [Schalke]," he says.

"Then in 1999, 2001 and 2002 we were in the final at least. In those days the Premier League had more money, too. It depends not only on money but the quality you have – if it only depended on money then Porto wouldn't have played Monaco in the 2004 final."

Seifert also points to German football's success in producing its own players. This is borne out by Germany being European champions at under-17, under-19, and under-21 level. "The Bundesliga and German FA made a right decision 10 years ago when they decided that to obtain a licence to play you must run an education camp [academy]. The Bundesliga and second Bundesliga spend €75m a year on these camps.

"Five thousand players aged 12-18 are educated there, which has now made the number of under-23-year-olds in the Bundesliga 15%. Ten years ago it was 6%. This allows more money to be spent on the players that are bought, and there is a bigger chance to buy better, rather than average, players," Seifert says of a league in which the stellar performers currently include Bayern's Frank Ribéry and Arjen Robben.

"When Bayern played against Manchester United Philipp Lahm, Bastian Schweinsteiger, Holger Badstuber and Thomas Müller were all homegrown," Seifert says. "So yes, it's a cyclical environment and you have to deal with that. Therefore I'd deny that you could really say whether a league is strong or weak just because one club wins or does not win the Champions League."

Seifert's view is supported by Arsenal having followed United out of the competition last week, when Arsène Wenger's team were dismantled by Barcelona, to leave no Premier League presence in the semi-finals for the first time since 2003. And for the 2012-13 season Germany should have four places in the Champions League as by then they should have overtaken Serie A in Uefa's five-year coefficients.

Seifert also has Spain in his sights. "If we consider our financial capabilities and the stability of our business model, then the aim of the Bundesliga in the long run has got to be second place behind the Premier League," he says.

Of all the Bundesliga's regulations, the recent history of English football suggests it might have benefited most from the 50+1 rule. This states that members of a club must retain at least 51% ownership, so preventing any single entity taking control. Portsmouth are the most glaring example of how an outsider might potentially ruin a club – their administrator is currently searching for their fifth owner of this season – and the Bundesliga recently reiterated the commitment to the rule following a challenge from Hannover 96.

Martin Kind, Hannover's president, wished to change the regulation. He told Observer Sport: "The rule means the loss of many Bundesliga clubs' ability to compete nationally and internationally. And in some ways it prevents further development of German football, especially those clubs who play in the lower half of the Bundesliga as they do not have enough financial resources. The ownership rule should be abandoned or modified."

While Kind adds that his lawyers believe he has a "good chance" of winning the case when it is heard at the court of arbitration for sport this year, Seifert is proud that when the 36 clubs that comprise the Bundesliga's two divisions voted on the issue "35 were against".

There are exceptions to the 50+1 rule. Yet even these appear couched in common sense. Seifert again: "Bayer Leverkusen and Wolfsburg [whom Fulham knocked out of the Europa Cup on Thursday] are two. If a company is supporting football in a club for more than 20 years then it can acquire the majority. The idea is that a company has by then proved to fans and the league that they take their engagement in the Bundesliga seriously, that it's not just a fancy toy or part-time cash injection that [could] change from one day to another."

What the Bundesliga does allow to be transformed from one season to the next is the prospect of any and all its clubs mounting a realistic tilt at the title as Wolfsburg's triumph, the first in their 64-year history, proved last season.

"In the last three years of the Bundesliga we have three different cup winners and three different champions," Seifert says. "Sepp Herberger, the coach of the West German team that won the 1954 World Cup, said: 'You know why people go to the stadium? Because they don't know how it ends.'"












http://www.guardian.co.uk/football/blog/2010/apr/11/bundesliga-premier-league

Monday, 8 March 2010

Good list of articles to improve business writing

1) Good list of articles to improve business writing

http://www.hodu.com/BC-Menu3.shtml

2) http://tools.devshed.com/c/a/Online-Business-Help/The-6-Principles-of-Business-Writing/

Sunday, 28 February 2010

Arsène Wenger's revival at Arsenal will take time

Arsène Wenger's revival at Arsenal will take time

On the outskirts of Chernobyl, in a town called Chernigov, stands a children's cancer hospital.

Arsène Wenger's revival at Arsenal will take time
In the right direction: Arsene Wenger points to the way forward for Arsenal Photo: PA

Every night inside the Revival Centre, patients offer up thanks to Arsenal Football Club, who have brought funds and hope to a blighted region. With 2,000 treated last year, many children now survive.

Some don't. The last request of a 15-year-old terminally ill girl was that she be buried in her beloved Arsenal top.

Arsène Wenger admits to feeling "humbled'' by the work of Arsenal's dynamic community department in places as far afield as Chernobyl as well as in their Islington backyard. The manager assiduously supports such acts of benevolence as those involved with the Revival Centre readily testify.

"When I discovered how sick these children were in Chernigov, I wrote to all the Premier League managers,'' explained George Mills, a charismatic Londoner who has dedicated his life to helping the victims of Chernobyl. "Arsène was the only one who replied."

Wenger put Mills in touch with Alan Sefton, the energetic head of Arsenal in the Community. "Arsenal gave me van loads of kit, books and boots to take out,'' continued Mills. "And then they began sending coaches out to train kids and local people.'' Money and medical equipment followed.

"It has been a miracle. We now have seven buildings and 127 staff in the Revival Centre. When we go there, everybody in the town shouts 'Arsenal, Arsenal'. When everybody else seemed to have forgotten them, this famous English club came to them – and saved lives.''

Mills joined Wenger and Sefton at the Emirates on Thursday to celebrate the 25th anniversary of Arsenal in the Community. Sitting in the Legends suite, Wenger listened intently to all the stories about how Arsenal were tackling every scourge from obesity, knife-crime and illiteracy to the enduring fallout from a nuclear disaster, as happened at Chernobyl in 1986.

"When I hear all this, I know even more that the team has a responsibility not to let the community and the club down,'' said Wenger, having found an empty corporate box for a quiet chat.

The thoughtful Frenchman looked through the window at his field of dreams. He glanced at the list of club honours etched into the stands. So much at Arsenal is going right but they crave a first trophy in five years. "Trophies are the cherry on the cake,'' Wenger stressed.

Really? Surely trophies are the cake and the cherry is the performance? And so began a debate about Wenger's credo.

"People say in the last five years Arsenal have achieved nothing! Which would you prefer: winning the Carling Cup or reaching the Champions League final? Champions League final of course.

"In 2006 we have been in the final. But because we did not get the trophy, people say the achievement of reaching the final was rubbish. But it's the first time Arsenal have reached the Champions League final. That's an achievement.

"Don't forget, some other people fight for trophies as well. If you are a 100-metre sprinter today, you can be fantastic but you have to beat Usain Bolt. If you were born 10 years earlier, you would be the best in the world. That's competition.

"We fight Manchester United, Chelsea, Liverpool, Man City and Aston Villa. They are not all Usain Bolt but they are all good teams. And we are not Usain Bolt.''

Arsenal challenge for honours the "pure'' way, Wenger argued, by balancing the books. He nodded at the mention of the debts at United and Liverpool.

"At some stage they will have to obey the financial rules. It cannot go on forever. If you earn £1,000 and you spend £2,000, you can last a couple of months but then somebody knocks on the door.'' A lesson in managing finance]

That somebody could be Wenger's compatriot, Michel Platini, the Uefa president who plans to ban teams from Europe if debts are not addressed.

Clubs with real money, such as City, threaten Arsenal in the long term.

"City will get it right,'' said Wenger. "They need time. We have to count City as a competitive force in the future because of the money. City and Chelsea have a way to be successful. Buying players of 27, 28 is the easiest way to do management.

"We have gone a different way: we have created a special spirit because our players have lived together from 16 onwards. It is important for football in general that Arsenal are successful; it will make people believe there is not only one way.

"I listen to people who say: "We lost but we had five or six players of 22'. Twenty-two! We have an average age of 22 and we're fighting for the championship.''

But what of the fans' fear that some stars might leave if the silverware does not arrive? "They are all on long contracts. That means we decide what will happen. All the talk about Fabregas and Barcelona is nonsense.

"The most difficult job I have faced in football has been in the last five years: to move into a new stadium with young players and maintain the club at the top in a Champions League position. I fight very hard to do this. I don't get the credit.

"We have all the assets you need: strong team, strong financial situation, a new stadium. The next step is the trophies. It will come naturally. Of course, we are under increasing pressure to deliver from the media and the fans.

"Of course I will worry if we don't win a trophy this year. I worry every year. I know how much energy I put into this job.''

So the lure of Real Madrid was never an issue?

"I was never tempted to go to a place with money. When I sign a contract, I try to go to the end of it. I felt I was needed here because I have gone into a process of developing young players. It would have been unfair to walk away and say 'do what you want now'. It was important for me to be steady and strong.''

Such "moral values'', as Wenger described them, define a man who assimilated many principles while coaching in Japan.

"I loved watching sumo. When a sumo wins, he never shows his happiness out of respect for his opponent. I found it classy. And I loved how the Japanese work incredibly hard.

"Life is about performance. It is about hard work. If we live well in society, it is because people before us worked very hard. The guys who invented the vaccine and the aeroplane didn't lie about. A little boy in a shanty town with belief, talent and attitude can become the best player in the world. With hard work.''

Such industry would bring reward for the team of Fabregas, Wenger believed, just as it did for his 2003-2004 vintage of Patrick Vieira and Thierry Henry.

"The Invincibles were not always as creative as our modern team but they had fantastic players and they were five, six years older than this team. To make it 49 games unbeaten you need not only to be good, you need to be highly focused and they were.''

Contrasted with earlier Wenger sides, his current model gets accused of lacking leaders. "A leader is somebody who influences in a positive way the people who are with him – and that can be through different ways.

"Tony Adams was an outspoken, authoritative, tactical leader from the back. Fabregas is more a leader through skill, commitment and desire to win. Sol Campbell is a leader, a winner. He's ready to die to win. I can see him going to the World Cup.

"There are other potential leaders in this team. You will see them in three, four years. When John Terry had the England captaincy taken away, there was the same question: who are the leaders in the team? A player might not know he's a leader until somebody says 'you can do it' and he grows into the role.''

Mention of Terry turned talk to England's latest scandal. "Moral issues are different compared to France. Terry would never have been a debate in France – at all – even though it could have been affecting the dressing room. Private life is not a contract with society. It is a contract between you and your wife.''

So Wenger objected to coverage of Ashley Cole's indiscretions. "That's between him and his wife,'' said the Arsenal manager of his former player. "We never had a problem with him – only one difference over his contract.''

During his time at Arsenal, Cole was always a willing backer of the club's community programme. It's the Arsenal way. "They do highly impressive work,'' said Wenger. The children of Chernobyl can vouch for that.

--

Arsenal are celebrating 25 years of 'Arsenal in the Community' this week. Arsenal have delivered 5.5 million hours of service to one million participants. The department has been at the forefront of pioneering a range of sport, social inclusion, education, diversity and charitable initiatives over a quarter-century. For more details visit www.arsenal.com/community

Source: http://www.telegraph.co.uk/sport/football/leagues/premierleague/arsenal/7326648/Arsene-Wengers-revival-at-Arsenal-will-take-time.html