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How thinking like Charlie Munger saved my life

For a few months I had been having slight pain in my biceps near my elbows.  My doctor said it was probably an injury from lifting weights.  One night about four weeks ago I was sleeping soundly when I was jolted awaked by much more significant bilateral pain in both of my biceps.  I immediately thought:  “I am having a heart attack; I need to get to an emergency room.”   I woke my wife and asked her to get dressed quickly and to get in the car.  As we were driving to the hospital the painful sensations in my biceps started to go away.  It was at that point that I believe I started telling myself a story about the pain in my arms not really being from a heart attack.   I am sure I was subconsciously thinking: “I have a busy schedule next week. I can’t afford to have a heart attack right now.  This pain is probably nothing.  I probably just hurt myself in the gym. Who gets bicep pain with a heart attack and no chest pain?”  I then said to my wife:  “Maybe we should go home.”  My wife insisted we go to the emergency room.  I might have argued with her, but at that moment I reminded myself about Munger and Buffett’s approach to risk:

Take the probability of loss times the amount of possible loss from the probability of gain times the amount of possible gain. That is what we’re trying to do. It’s imperfect, but that’s what it’s all about.http://beta.fool.com/danielsparks/2012/12/14/berkshire-hathaways-downside-protection/18950/

Going to the emergency room emergency room for tests on my heart function was clearly wise since the amount of possible loss was so massive even if the probability was small (which it was not given the symptoms).  After thinking about this formula I no longer argued with my wife about going to the emergency room.  In this case rationality (and my wife) overcame psychological denial, over-optimism and other negative decision making heuristics.  It turned out that my pain was from a small heart attack and three days later I was in the operating room for a triple bypass.-from 25IQ

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The Short Term Investor

Looking after your health is as important as looking after your wealth. There is one big fat Indian investor icon – and he talks of the long run. When you look at him, you wonder about his health. He is surely going to be around only for the short term!!wrote Subramoney
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Word game with Paul Tudor Jones

Q: Let’s play a word association game. I’ll say a word and you say whatever comes to mind.

Q: Technical analysis

Paul Tudor Jones: Made well over half the money that I’ve made in my lifetime.

Q: Fundamental Analysis

Paul Tudor Jones: Made the rest.

Q: Are you better at one or the other?

Paul Tudor Jones: Probably technical analysis.

Q: Market efficiency

Paul Tudor Jones: No such thing.

Q: Long Term Capital Management

Paul Tudor Jones: Icarus.

Q: Black Monday

Paul Tudor Jones: It was like watching a natural disaster from the sidelines. I was intimately involved in that day, but the macro implications of what was happening overwhelmed any personal considerations that I had.

Q: Warren Buffet

Paul Tudor Jones: His aversion to paying taxes made him a great investor.

Q: Kids

Paul Tudor Jones: The most fun you’ll ever have.

Q: Environment

Paul Tudor Jones: The second most fun you’ll ever have.

Q: The Internet

Paul Tudor Jones: A wonderful delivery mechanism that’s overhyped.

Q: Day Traders

Paul Tudor Jones: 95% losers.

Q: Wall Street

Paul Tudor Jones: The last great frontier. I went there with nothing. You can go there with nothing and do whatever you want to do.

from Paul Tudor Jones Interview

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Uday Kotak is a better compounding machine than Warren Buffett

(Hat Tip: Jagadeeswaran)

“I have never been more excited in my life as I am today on this first day of January 2015 to see the period over the next 10 years. As India really develops into a significant global player, we at Kotak can build our institution to not only become a dominant player in India but that of global quality and size. With this, I wish each of you a happy new year as we build a strong, sustainable and a truly path breaking Kotak for the future.

I am truly proud of the entire team Kotak, having produced a compounded annual rate to its shareholders of 48% p.a. over a 29 year period. And I would once again urge team Kotak which is currently 30,000 people, and hopefully will go to more than 40,000 people post the proposed merger; to think about how we can continue at the scorching pace we have done over the last 29 years continuously. It is a tall order and something I would request each of us to rise to the occasion and ensure that we produce a phenomenal marathon growth rate for the next 10 years ahead of us. I wish each of you and your family a wonderful 2015!”

Message from Uday Kotak to his employees

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RBL Bank:In the fast lane

(Disclosure:I am market making in the shares of RBL Bank)

RBL Bank, a mid-sized lender, is a potential takeover target for some larger banks. Not surprising, considering that the bank has been turned around in the last four years by its Managing Director and CEO, Vishwavir Ahuja. “Many,” says Ahuja, when asked whether any bank had approached RBL for a friendly merger.

Indeed, several old private-sector banks have been acquired in recent years. Unlike RBL (formerly Ratnakar Bank), the survival of most of them was at stake because of poor operating performance. Ahuja is confident of the future prospects of his bank. “There is no question of any merger,” he says. Clearly, the bank, under a new management since June 2010, which includes foreign bankers, is aiming big.

In the BT-KPMG study, RBL has emerged as a “Growth Winner” among mid-sized banks. It has a balance sheet size of Rs 18,198 crore and grew its deposits by 39 per cent and advances by 54 per cent in 2013/14. The three-year compound annual growth rate (CAGR) in deposits as well as advances is over 70 per cent. The fee income jumped 110 per cent in 2013/14. The number of branches has jumped from 80 in 2010 to close to 200 now. “We are very much in the interim phase in our long journey,” says Ahuja.

RBL, under Ahuja, actually went and bought the credit card business of Royal Bank of Scotland in August 2013. In the last four years, Ahuja has revamped the top management, raised capital from marquee names, rebranded its identity as RBL, and launched Internet banking, among other business initiatives.

RBL focused on small and medium enterprises when Ahuja took over. The total size of the loan book was just Rs 900 crore and the bank also had a negative return on equity (ROE) in 2010. Today, all its businesses have been expanding at a scorching pace, expanding anywhere between four and 10 times in the past four years. Its loan book is now about Rs 9,835 crore and it has an ROCE of 5.12 per cent.

“We want to be a mass-banking institution rather than an urban-centric bank,” says Ahuja. The bank already has a presence in 13 states and will expand to 17 states next year and 20 states in 2016.

The next trigger for the bank’s growth will come from its IPO, according to Ahuja. “We will raise a significant chunk of capital in the near future,” he says. But there are challenges ahead. The big private banks, including HDFC Bank and ICICI Bank, are expanding into rural and semi-urban India, a thrust area for RBL. The Reserve Bank of India’s new differentiated licensing mechanism will create new payment and small banks focused on rural and semi-urban centres. But Ahuja remains unfazed. “The competitive landscape will definitely change in the future, but there is enough space for everyone,” he says-from Business World