Entity Dossier
Person

Keynes

Strategic Concepts & Mechanics

Risk DoctrineMonarch's Fortune on the LineStrategic PatternCaptive Market Before Mass MarketStrategic PatternPrizes and Spectacles as R&D AcceleratorsCapital StrategyPartnership Limited by Shares as Power WeaponSignature MoveRegistration Numbers Not NamesIdentity & CultureClan Secrecy Forged in Clermont SoilSignature MovePencil Stubs and Metro Rides for the BossCornerstone MoveRescue the Customer, Own the IndustrySignature MoveApprentice Files Scrap Metal Under a False NameCompetitive AdvantageSupplier Fragmentation as Secrecy ArchitectureOperating PrincipleFacts on the Floor Not Reports in the OfficeCornerstone MoveSelf-Finance Until the World Is Too Small, Then Debt-Fund Continental ConquestCompetitive AdvantageCustomer as Battering Ram Against IntermediariesSignature MoveLocked Doors Even Against de GaulleCornerstone MoveMake the World Need More Tires Before Selling ThemSignature MoveSabotage Your Own Tires for the EnemyCornerstone MoveWartime Radial in a Basement, Peacetime Dominance for DecadesOperating PrincipleSelf-Manufactured Belief Compounds Over TimeImplementation TacticOlympian Expectations Escalate or DieCompetitive AdvantageThe Proprietary Segment of OneImplementation TacticThe Reality Distortion Field as Leadership ToolStrategic ManeuverRide the Pool Vehicle, Then Build Your OwnMental ModelPositioning Beats Performance Every TimeStrategic ManeuverNarrow the Niche Until You're the Only OneMental ModelAnti-Fragile Spirit: Setbacks as Discovery MechanismMental ModelOne Breakthrough Achievement, Not a PortfolioStrategic ManeuverThe Personal Vehicle as Force MultiplierMental ModelBe Profitably Different, Not Just DifferentStrategic ManeuverGet Transformed on Someone Else's DimeStrategic PatternBain's Exclusivity-Intimacy FlywheelDecision FrameworkGap in the Market Plus Market in the GapRelationship LeverageMentors by Adoption, Not PermissionStrategic ManeuverDesire Deeply, Wait, PounceIdentity & CultureSerious Intent as Daily ObsessionOperating PrinciplePersonality Reinvention Through DisplacementMental ModelIntuition as Articulated Hidden KnowledgeCapital StrategyExpected Value Betting at Long Odds

Primary Evidence

"In the United States, the drift dates back to the great crisis of 1929, “the first crisis of dirigisme.” To Georges Menant of Paris Match, he explained in 1978 that “Roosevelt decided to innovate by applying to the American economy the famous remedies advocated by Keynes: devaluation, income redistribution, industry control, and multiplication of public investments. This resulted in a spectacular recovery that everyone would applaud without seeing, furthermore, that the unemployment rate remained very high and would remain so."

Source:Michelin: A Century of Secrets

"“And since then, Keynes’s thought has continued to impregnate the entire liberal economy. Whereas in reality, Keynes had rendered the worst of services to America and the world. By artificially creating purchasing power, the link between the act and the consequences has been broken, and we have become accustomed to living in perpetual ‘cavalry.’"

Source:Michelin: A Century of Secrets

"“And since then, Keynes’s thought has continued to impregnate the entire liberal economy. Whereas in reality, Keynes had rendered the worst of services to America and the world. By artificially creating purchasing power, the link between the act and the consequences has been broken, and we have become accustomed to living in perpetual ‘cavalry.’"

Source:Michelin: A Century of Secrets

"Einstein, Leonardo, Keynes, Dylan. The first couple are perhaps more likeable than the last two, but they all have this in common – the highest possible regard for what they could beget, and a sense of greatness. They were iconoclasts; bold and self-possessed; expecting and requiring nothing from themselves except that what was beyond the reach of ordinary mortals. They expected to produce work of the highest originality and importance. It’s hard to imagine how anyone can be great without having similar reach and vision. In our own league, whether the premier division or something worthwhile but less grand, great expectations are still the midwife of great creation."

Source:Unreasonable Success and How to Achieve It

"For reasons that are still a bit mysterious today, Columbia signed Dylan before he had any significant following, and that contract drew attention to him. Before long, however, it was the inherent authority of his music and lyrics which gave Dylan his success. In this he was like the thinkers. He was like Frankl, Leonardo, Einstein and Keynes – their personal vehicles were their dramatic insights, expressed in unforgettable images and words."

Source:Unreasonable Success and How to Achieve It

Appears In Volumes