Is there anyone you can trust?

Is there anyone you can trust?

As noted in the first article below, society does not trust its leaders and institutions.
Who do you trust?
How do you know that people trust you?

My learnings and unlearnings:

Below are links to my website containing learnings and unlearnings since my last update in June.

This article was 100% written by me – not by AI. When you send me an email, my response is 100% written by me.

Society does not trust its leaders and institutions. V7

Criminal behaviour is common in US public companies. The majority of people believe government and business leaders purposefully try to mislead people.
Accountants are under pressure to commit unethical behaviour and have done so.
Most young Americans have a bleak (my words) view of the future.
70% of people globally are hesitant or unwilling to trust someone who is different from them.
68-70% of people globally, think that government leaders, business leaders, journalists, and reporters purposefully mislead people by saying things they know are false or gross exaggerations.

How profitable is private equity? V2

Close to 50% of PE buyout funds had the same returns (or worse) returns than public market indices.
Past PE buyout GP performance is not a predictor of future Direct Alpha performance.
There are ways to identity what impacts the future Direct Alpha PE of GPs but I have not found fact-based analysis that these ways will results in positive Direct Alpha.
There won’t be fact-based analysis of AI on GP Direct Alpha performance for several years.
Scenario planning is important to identify the GP talent which can drive long-term Direct Alpha.

How profitable is venture capital? V2

The median VC funds had returns about 3% higher than the public market indices. Picking the right VC GPs is critical to better performance than a public market index.
Past performance is the best predictor of future performance. Past performance does not 100% guarantee future performance.
The VC markets have undergone massive change in the past 20 years.
The future environment for VC GPs will be different from the past, turbulent and with regular new challenges.
There won’t be fact-based analysis of the impact AI on GP Direct Alpha performance for several years.

What is the value of a strategic advisory board? V3

CEOs need advisory boards to increase their cognitive abilities and address the challenges of CEO isolation.
CEOs who can benefit from a strategic advisory board have the cognitive humility and flexibility to unlearn fundamental knowledge, experience, facts, beliefs, and decision-making processes.
CEOs who cannot benefit from a strategic advisory board are unable to change their fundamental thinking.
After a successful strategic advisory board meeting, the CEO leaves emotionally and intellectually exhausted. Fundamental learning/unlearning is similar to physical training – improvement is painful and exhausting because muscles are being created.
Valuable strategic advisors can challenge the CEO’s fundamental assumptions by asking paradigm shifting questions.

Your company will fail. V4

40% of CEOs believe their company will not be viable in ten years if it continues on its current path. 80% of companies are not prepared to quickly address disruptions.
Few large companies have provided good shareholder returns and had sustained value creation.
Most companies do not recover from crisis.
Most major changes fail or create limited value.
Most large-scale tech programs fail.

What is my personal update regarding the past 3 months?

Mentoring at The Hatchery, Department of Engineering, University of Toronto.
Continued as a member of the Angel Capital Association in the US and the Institute of Corporate Directors in Canada.
Continued to share with you, and on my website, some of what I’ve learned and unlearned. I hope that you can also unlearn and learn to succeed in an unpredictable future which is very different from the past.
Continued as Board Director at a private company.
Continuing my long-term fundraising for the Geoff Carr Fellowship at Lupus Ontario. Over the past 20 years family, friends, neighbours, and colleagues have contributed over 284,000.

To support the Geoff Carr Fellowship at Lupus Ontario

Koor and Associates