Entity Dossier
Person

Ronald Reagan

Strategic Concepts & Mechanics

Strategic PatternBridges to Nowhere Become SomewhereMental ModelFactory Floor Innovation Beats Lab BreakthroughsStrategic ManeuverTolerate Low Profits to Cultivate Deep WorkforceMental ModelMaking Money Is the Core CompetenceMental ModelEngineering State vs. Lawyerly SocietyStructural VulnerabilitySue the Bastards Becomes the BastardStrategic PatternSanctions Ignite Domestic SubstitutionStrategic ManeuverScaling Beats Inventing: Climb Your Own LadderStrategic ManeuverOpen the Door, Then Climb Past Your TeacherCompetitive AdvantageSmartphone War Peace DividendsStructural VulnerabilityEvery Factory Closure Is a Permanent Brain DrainStructural VulnerabilityProximity Collapses Coordination to HoursStrategic ManeuverCompletionism: Never Cede a Rung of the LadderIdentity & CultureConservative Marxists and Reaganite CommunistsRisk DoctrineRotate Officials, Incentivize Vanity ProjectsMental ModelProcess Knowledge Lives in People, Not BlueprintsRisk DoctrineTrillion-Dollar Regulatory ThunderboltsRisk 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 DecadesCornerstone MoveEquity Stakes for Distribution LeverageCompetitive AdvantageCableLabs Royalty-Free Standards PlayCornerstone MoveStock Architecture to Lock ControlCompetitive AdvantageBlackout as Franchise LeverageCapital StrategyTax-Sheltered Growing AnnuityCapital StrategyInsurance Company Capital Over BanksSignature MoveNever Bet the Whole FarmStrategic PatternWarrants as Industry Coordination CurrencyDecision FrameworkEmpathy as Negotiation ArchitectureSignature MoveThrow the Keys on the TableSignature MoveOwn a Small Piece of a Winner You Can't RunOperating PrincipleDecentralized Cowboys with Centralized BenchmarksRisk DoctrineWhat If Not as Decision FilterStrategic PatternScale Economics as Survival DoctrineSignature MoveAsk One Sharp Question to Crack Open IntelSignature MoveCash Flow Not Earnings as CurrencyCornerstone MoveBuy the System, Pay With Its Own Cash FlowIdentity & CultureIntrovert's Edge Through ListeningRisk DoctrineRisk-Taker’s Necessary CallousnessRelationship LeverageRelational Business as Expansion EngineCornerstone MoveBuy the Debt, Control the BoardSignature MoveOperational Squeeze for Max ResaleSignature MoveHands-On Cash ControlSignature MoveOpportunistic Asset SwappingOperating PrincipleDeal Before RespectRisk DoctrineSecrecy as Power ShieldIdentity & CultureAct Like You Belong AlreadyIdentity & CultureOutwork and OutwaitCapital StrategyCash Up Before the CrashSignature MoveMajority Means MandateCornerstone MoveTempt Key People, Extract CompaniesCornerstone MoveCross-Table Value PumpCapital StrategyPartnership Over Solo Risk TakingCornerstone MoveReverse Takeover Financial EngineeringStrategic PatternExit Before Market RecognitionRisk DoctrinePersonal Guarantee Risk CalibrationSignature MoveDe-Risk Through Deal FlowSignature MoveLocal Knowledge as Barrier AdvantageSignature MoveSubmarine Strategy Market EntrySignature MoveMaximum Leverage on High ConvictionCornerstone MovePrivatization Consortium AssemblyRisk DoctrineLow Profile High Stakes StrategyOperating PrincipleModular Scalability Design PrincipleDecision FrameworkIntuition Over Analysis DoctrineStrategic PatternChaos as Opportunity WindowOperating PrincipleStock Price Monitoring DisciplineCapital StrategyFee Structure as Values ExpressionSignature MoveTwo-Year Minimum Hold RuleRisk DoctrineManagement Personal Stress AssessmentSignature MoveInformation Sequencing DisciplineDecision FrameworkBridge as Investment TrainingIdentity & CultureInner Scorecard Over Outer RecognitionDecision FrameworkBehavioral Circuit BreakersSignature MoveNetwork Building Through Giving FirstSignature MoveHero Modeling as Learning MethodSignature MoveEnvironmental Design Over WillpowerOperating PrincipleGeographic Arbitrage for Mental ClarityStrategic PatternEcosystem Win-Win Analysis

Primary Evidence

"Students at elite law schools, especially Yale and Harvard, sprang up to act. Students founded environmental organizations around the rallying cry of “[Sue the bastards!](private://read/01k3jwt46q240aq6fe12mqkyr0/16_Notes.xhtml#_idTextAnchor287)” (referring to government agencies). Through the 1970s, both the American left and the right worked harmoniously to constrain government effectiveness. Liberal activists like Ralph Nader declared themselves to be watchdogs of government, constantly filing lawsuits. Ronald Reagan returned the compliment when he replied, “Government is the problem, not the solution.” The lawyerly society grew out of a necessary corrective to the United States’ problems of the 1960s. Unfortunately, it has become the cause of many of its present problems."

Source:Breakneck

"Xi has forcefully pushed back on the idea that China needs more generous welfare. In a major speech in 2021, he said, “⁠[Even when we have reached](private://read/01k3jwt46q240aq6fe12mqkyr0/16_Notes.xhtml#_idTextAnchor318) a higher level of development . . . we should not go overboard with social transfers. For we must avoid letting people get lazy from their sense of entitlement to welfare.” Worrying that welfare could make the people lazy is one of those instances when a Communist Party leader sounds like Ronald Reagan.⁠"

Source:Breakneck

"Obviously, the rise of the American currency, boosted by Ronald Reagan, should allow it to better navigate the situation. The exports of the European subsidiaries to the United States were planned, at the beginning of the seventies, based on a dollar oscillating between four francs eighty cents and five francs. By the end of 1980, the American currency was at four francs twenty cents. In January 1981, it oscillates around five francs eighty (after nearing six francs twenty in August). On the other hand, the investment program—which luckily was carried out with an undervalued dollar—is, if not completed, at least largely underway. In the units of Greenville, Anderson, Spartanburg, the break-even point has already been reached. In Dothan, it is approaching. Only the Lexington plant, which has just been commissioned, weighs on the results. In the current state of affairs, the creation of three new plants in Texas—and for which land has been purchased in Austin, Midland, and Temple—can wait. If the American automobile market picks up, the third Canadian plant in Waterville, also in Nova Scotia, which will be commissioned at the end of 1982—the largest, it is said, that Michelin has ever built in the world—could suffice to bridge the gap[47](private://read/01jkqdqdgs7t399cyecbezrhj0/#ftn_fn47)."

Source:Michelin: A Century of Secrets

"The handcuffs finally came off the industry when President Ronald Reagan signed the Cable Communications Policy Act of 1984 into law, the first national legislation establishing the federal government’s authority over cable TV. Its biggest impact was the deregulation of monthly cable rates where there was “effective competition” from at least three over-the-air broadcast signals in the market, which included most markets. Cable operators could now charge what the market would bear. Cities could still grant franchises, but fees paid to government were capped at 5 percent. Incumbent cable operators, usually the ones who had laid down the wire, were favored in franchise renewals. And phone company giants like AT&T were forbidden from owning cable operators, removing a competitive threat."

Source:Born to Be Wired

"But one man's death is another man's bread. For Røkke, it meant one less competitor in the fields. He obviously felt sympathy for his old partner, but now he was occupied with entirely different things: American authorities were beginning to get worried that the pollock stock was declining. Additionally, employees in the shipyard industry were raging against the import of ships from Norway, and President Ronald Reagan cut through and enacted "The Anti-reflagging Act," which prohibited the rebuilding of old, American wrecks. But as is known, Røkke just managed to slip through the gate before the door slammed shut behind him and simultaneously locked out any potential competitors."

Source:Kjell Inge Røkke (translated)

"He quoted Ronald Reagan’s famous remark: ‘The nine most terrifying words in the English language are, “I’m from the government and I’m here to help,”’ – because, as Reagan said, ‘“the government is not the solution to our problems, the government is the problem.”’"

Source:Billions to Bust and Back

"Ronald Reagan loved, “There’s no limit to what you can do if you don’t mind who gets the credit.”"

Source:The Education of a Value Investor

Appears In Volumes