Michael Mauboussin Research Papers From Credit Suisse – Full? Collection H/T a reader

Get The Full Walter Schloss Series in PDF

Get the entire 10-part series on Walter Schloss in PDF. Save it to your desktop, read it on your tablet, or email to your colleagues.

12/05/2017 Michael Mauboussin: Looking for Easy Games: How Passive Investing Shapes Active Management

11/15/2016

Michael Mauboussin: Capital Allocation Outside The U.S.

11/03/2016

Michael Mauboussin - Assessing the Magnitude & Sustainability of ...

What exactly is sustainable value creation? We can think of it in two dimensions. First is the magnitude of returns in excess of the cost of capital that a company does, or will, generate. Magnitude considers not only the return on investment but also how much a company can invest at a rate above the cost of capital.

We extend our analysis of capital allocation beyond the United States to other major world regions, including Japan, Europe, Asia/Pacific excluding Japan (APEJ), and Global Emerging Markets (GEM).

10/05/2016 Michael Mauboussin - The Base Rate Book

08/04/2016 Michael Mauboussin: Reflections on the Ten Attributes of Great Investors

Attention: Pay Now Or Pay Later

06/14/2016 Operating Leverage – A Framework For Anticipating Changes In Earnings by Michael Mauboussin

 

10/20/15 What’s Going On in Your Brain? Common Investor Biases and Where They Come From

We examine four situations where individuals make poor choices and review the research to show where the brain makes those decisions. In each case, we present some ideas about how to overcome the potentially suboptimal choice.

 

9/28/15 Sharpening Your Forecasting Skills: Foresight Is a Measurable Skill That You Can Cultivate

A forecasting tournament identified “superforecasters,” people who consistently make superior predictions. How they think is key: they are actively open-minded, intellectually humble, numerate, thoughtful updaters, and hard working.

 

9/1/15 Total Addressable Market: Methods to Estimate a Company's Potential Sales

We use the process of triangulation to estimate total addressable market, a vital indicator of a company’s potential. Methods discussed include an assessment of the population, product, and conversion, a diffusion model, and appropriate base rates.

 

7/28/15 2015 Thought Leader Forum Proceedings—Attention: Pay Now or Pay Later

We review the 2015 theme, “Attention: Pay Now or Pay Later,” and include transcripts. A key theme is how limited our attention is. The speakers offer concrete steps to address this in one’s own life and to take advantage of it in business.

 

7/22/15 Understanding Skill: A Paradox Plus Qualitative and Quantitative Approaches

The paradox of skill explains why it’s challenging to find differential skill among managers. It’s due to a surfeit, not a dearth, of skill. Making money is about proficiency and finding easy games. Use statistics that are persistent and predictive.

 

6/4/15 Triple Crown Teachings: Three Takeaways from the Quest for the Elusive Feat

The quest for the Triple Crown of horse racing offers three important lessons for an investment organization: Pay attention to the results of the past, recognize the value of diversity, and value = probability x price.

 

6/2/15 Capital Allocation – Updated: Evidence, Analytical Methods, and Assessment Guidance

We update a report from August 2014. Capital allocation is one of management’s top responsibilities, yet few are well-trained at it. We discuss uses of capital, show how to analyze them, review academic findings, and describe how to assess managers.

 

5/12/15 IQ versus RQ: Differentiating Smarts from Decision-Making Skills

Intelligence quotient (IQ) is like the horsepower of an engine and rationality quotient (RQ) is like the output. We offer tips for improving rationality and we profile top forecasters. We also describe a calibration test that shows overconfidence.

 

5/4/15 The Base Rate Book – Sales Growth: Integrating the Past to Better Anticipate the Future

Optimism and overconfidence can creep into our forecasts. Considering the results for an appropriate reference class can enhance the quality of forecasts. We provide the base rates for sales growth rates for a large sample of companies.

 

3/17/15 Min(d)ing the Opportunity: Excess Returns Require the Chance to Apply Skill

The fundamental law of active management reminds us success requires skill and opportunity. We examine three ways investors express skill: market timing, security selection, and portfolio construction. Measures of opportunity show 2014 was very hard.

 

02/10/15 Animating Mr. Market: Adopting a Proper Psychological Attitude

We capture the Mr. Market metaphor, which is a powerful way to think about markets. To be an active investor, you must believe in market inefficiency to get opportunities and in market efficiency for those opportunities to turn into profits.

 

01/15/15 Managing the Man Overboard Moment: Making an Informed Decision After a Large Price Drop

This report provides guidance if one of your stocks falls 10 percent or more in one day. Such drops often cause strong emotional reactions and make sound decision-making hard. We provide a checklist to help you decide whether to buy, hold, or sell.

 

01/06/15 Capital Allocation Outside the U.S.: Evidence, Analytical Methods, and Assessment Guidance

Capital allocation is a management team's most fundamental responsibility. We examine the sources and uses of capital for Japan, Europe, Asia/Pacific excluding Japan, and Global Emerging Markets. This extends our analysis beyond the United States.

 

11/18/14 A Long Look at Short-Termism: Questioning the Premise

Short-termism is widely viewed as a major problem in the investment industry, but its existence is hard to prove. Many of the perceived symptoms of short-termism don’t hold up to scrutiny, and there are some good reasons for shorter time horizons.

 

11/12/14 2014 Thought Leader Forum Proceedings: The Art and Science of Prediction

We review the 2014 theme, “The Art and Science of Prediction,” and include transcripts. The theme weds three ideas: how to blend the ability of humans and computers, when to rely on instincts or statistics, and how to train to make better decisions.

 

9/10/14 Lessons from Freestyle Chess: Merging Fundamental and Quantitative Analysis

We relate freestyle chess to investing, where fundamental analysts are “man” and quantitative analysts are “machine.” A proper melding of fundamental and quantitative methods may well yield better results than either by itself.

 

8/5/14 Capital Allocation: Evidence, Analytical Methods, and Assessment Guidance

Capital allocation is one of a management team's top responsibilities, yet few are well-trained at it. We discuss seven uses of capital, show how to analyze each use, review academic findings, and describe how to assess capital allocation practices.

 

6/4/14 Calculating Return on Invested Capital: How to Determine ROIC and Address Common Issues

We describe how to properly calculate return on invested capital (ROIC), an important measure of how a company allocates capital. We link ROIC to the $1 test and to competitive strategy analysis and explain how to handle issues such as excess cash.

 

5/6/14 Disbursing Cash to Shareholders: Frequently Asked Questions about Buybacks and Dividends

With corporate cash balances building, the issue of how to disburse that cash is a crucial and timely issue in determining shareholder value. We answer frequently asked questions about share buybacks and dividends, two primary methods to return cash.

 

4/16/14 Why Corporate Longevity Matters: What Index Turnover Tells Us about Corporate Results

Corporate longevity is an important consideration for investors as they assess valuation, position sizing, and the sustainability of competitive advantage. Turnover in the S&P 500 Index, a proxy for longevity, correlates well to M&A activity.

 

2/24/14 Methods to Improve Decisions: Five Common Mistakes and How to Address Them

This report describes five common mistakes that investment firms make and offers practical guidance on how to manage each of them. The solutions rely not on getting smarter but rather on fending off poor practices that you can fix.

 

1/29/14 What

1, 2  - View Full Page