Governance
Too Many Managers, Not Enough Value Creation
The biggest risk facing many companies is not valuation; it is organisational complexity. Airtasker's Tim Fung on why scale and capability are not the same thing.
Where the Founders Are Putting Money to Work
Goodman, Atlassian and Hyundai are committing capital on decade-long horizons. Where founders allocate is rarely accidental.
The DNA of long-term compounding machines
Four observable markers of founder behaviour, and the Australian companies quietly displaying them.
Nvidia's CEO is selling. Here's why Aussie investors should care
Jensen Huang's selldown is small in percentage terms, but insider selling near peak valuations has a well-documented record.
Why Founder-Led Firms Are the Real Safe Haven in Volatile Times
In the last real stress test, founder-led firms rebounded almost six times harder than companies run by hired executives.
Productivity Reform Will Fail Without Rethinking Corporate Decision-Making
Canva is now worth more than Telstra. The productivity debate keeps ignoring the thing that explains why.
Visionary or Liability: How to Protect your Portfolio Against Bad Founders
Richard White sold on 43 of the 92 days in the December 2024 quarter. Mineral Resources is down 70% since May 2024. The sell signals were visible first.
Four signs a founder-led company isn't worth the hype
Investors confuse charisma for capability. Four observable warning signs, and what WiseTech shareholders could have seen coming.
Lessons from the rise and fall of founder-led companies
Founder presence alone does not guarantee success. Three red flags, and what Fastly and Cloudflare reveal about which founder-led companies endure.
How Gance drives success at Chemist Warehouse
Jack Gance still reads weekly sales reports for every store. Psychological ownership is the invisible driver, and it is why a founder knows the buyers by name.
Decoding the DNA of exceptional companies
Value creation is the accumulation of management decisions. What Hermès reveals about bold decision-making, and the three tests of an effective executive team.
Graham Turner on lessons from 40+ years of Flight Centre, Part 2
How Flight Centre went global, the mistakes Turner learned from, the psychology behind the ‘tribes’ model, and his criteria for acquisitions.
Graham Turner on lessons from 40+ years of Flight Centre
Graham ‘Skroo’ Turner on the obstacles behind Flight Centre’s rise from a single shop in 1982 to a global business.