Entity Dossier
Person

Bill Parcells

Strategic Concepts & Mechanics

Signature MoveStiritz: Poker-Player Odds on Back-of-Envelope LBOsOperating PrincipleBlank Calendar as Competitive EdgeCornerstone MoveOne-Page Analysis Then PounceSignature MoveMalone: Scale as Virtuous Cycle, Tax as ObsessionCornerstone MoveAnarchic Decentralization, Dictatorial Capital ControlRisk DoctrineInstitutional Imperative as CEO KryptoniteDecision FrameworkHurdle Rate as Supreme FilterSignature MoveSingleton: Phone Booth Tender at All-Time-Low MultiplesCornerstone MoveSuction Hose Buybacks at Maximum PessimismCornerstone MoveCash Flow as True North, Not Reported EarningsSignature MoveAnders: Sell Your Favorite Division Without BlinkingIdentity & CultureEngineers Over MBAs at the HelmCompetitive AdvantageConcentrated Bets Over Diversified DribblesSignature MoveMurphy: Leave Something on the Table Then Lever UpCapital StrategyTax Counsel Before Every TransactionOperating PrinciplePer-Share Value Not Longest TrainSignature MoveBuffett: Float Flywheel from Insurance to EmpireStrategic PatternGreedy When Others Are FearfulStrategic PatternPost-Crash Cash Surplus as CatalystSignature MoveSalesman's Letters to Build the War ChestSignature MoveFour Sentences or Get OutSignature MoveShadow Portfolio ScorekeepingCapital StrategyFree Cash Flow as True NorthSignature MoveHire Athletes With Ethics Not Just AnalystsCornerstone MoveGraham-Dodd Deep Dig Then Global Macro ExtractionCornerstone MoveStory Intact Then Double Down, Story Broken Then Walk AwayOperating PrincipleNo Market, Only CompaniesRelationship LeverageTiger Cubs as Living LegacyDecision FrameworkComplexity as Disqualifier

Primary Evidence

"It’s almost impossible to overpay the truly extraordinary CEO . . . but the species is rare. —Warren Buffett You are what your record says you are. —Bill Parcells Success leaves traces. —John Templeton"

Source:The Outsiders_ Eight Unconventional CEOs and Their Radically Rational Blueprint for Success

"Siris wrote that there were two possibilities why Robertson suddenly turned cold. One was that he, like many athletes, just got too old for his game, no different than the "star pitcher who losses a little zip from his fastball or the formerly great skater who can no longer land the triple-lutz." The second was that Robertson was still a great investor, but that his style was tem- porarily not working. "While he did have a rough period, great investors do not suddenly lose their touch," he wrote. Siris called him the MichaelJordan of hedge fund managers, stating that he believed almost no one had a more disciplined style or a better record. He analogized Robertson's fall from grace to when the New York Jets were losing every game in the fall of 1999. Fans were not calling Coach Bill Parcells to be fired; the fans knew he was a great coach, they realized he was just in the middle of a losing streak.^"

Source:Julian Robertson - A Tiger in the Land of Bears and Bulls

Appears In Volumes