Experience Stern | News & Events

Excerpt from The Atlantic -- "'People bind themselves into political teams that share moral narratives,' Jonathan Haidt writes in his book The Righteous Mind. 'Once they accept a particular narrative, they become blind to alternative moral worlds.'"

Excerpt from Fast Company -- "The Big Nine are under intense pressure — from Wall Street in the United States and Beijing in China — to fulfill shortsighted expectations, even at great cost to our futures. We must empower and embolden the Big Nine to shift the trajectory of artificial intelligence, because without a groundswell of support from us, they cannot and will not do it on their own."

Excerpt from Marketplace -- "Paul Hardart, a clinical professor of marketing at New York University, said he thinks there are songs of Jackson's that are so intertwined with our culture that it will be difficult for them to ever fully go away, but large brands may want to dissociate from Jackson. 'There's lots of licensing in terms of TV, ads, movies, etc. And that's where [the estate] could get hurt a fair amount,' Hardart said."

Excerpt from Bloomberg -- (28:13) "I pretty much look at the fundamentals of a company... I look at the growth, risk, and cash flows of a company. But here, what we have to think about is this is a brand new disrupting service, so to price something on the fundamentals is always going to be difficult for us. ... Certain disruptive technologies... we have to be a little bit liberal about the fundamental valuations here."

Excerpt from De Tijd -- (translated from Dutch using Google Translate) "'The players in this market are very sophisticated,' says professor emeritus Edward Altman of New York University, a world authority in problem bonds. 'In order to be present, you need to be well-placed in the valuation of debts and shares, technical and legal aspects and the trading of fixed-income products, coupled with a very patient, disciplined and proactive asset management.'"

Excerpt from SwimSwam News -- "'Rivalry is not necessarily a situation in which two competitors hate one another,' [Kilduff] says. 'It’s more of a situation in which two competitors are inextricably linked to one another. A rivalry will motivate athletes to train harder, to practice longer and typically perform at their absolute best when they are competing with a rival.'"

Excerpt from KRON TV -- (14:30) "Based on the facts that were released by state and city government in terms of cost-benefit numbers, the deal looked pretty good. It was basically a 9-1 return on investment... There's a growing suspicion of corporations becoming overly greedy, corporate welfare ... that and the fact that a lot of research by economists ... The research suggests that the return on investment is either negative or not positive."

Excerpt from Bloomberg -- "...if you've taken an Uber or a Lyft, you've noticed that most drivers drive for multiple platforms. I think a big part of what's going to drive success in the future is being able to convince drivers to spend more hours on your platform. So Lyft wants drivers to drive exclusively or predominantly on their platform; Uber wants the same. If I have stock in Lyft and I don't have stock in Uber, I'm much more likely to put my hours into Lyft."

Excerpt from Smithsonian Magazine -- “'If the legal system was biased against black inventors, they wouldn’t have been able to defend their patents,' she says. The white infringer would have been believed. 'Also, you need capital to defend your patent, and black inventors generally had less access to capital.'"

Excerpt from Seeking Alpha -- "Why are large companies such poor acquirers? Several reasons come to mind. Large companies are often overly bureaucratic with a set culture, complicating the integration of the acquired targets. Furthermore, large companies are often mature, desperately trying to reignite growth."

Excerpt from Luxury Daily --  "'Consumers’ ethical standards have consistently shifted away from products of questionable origins, whether this pertains to how they were made, of which material or by whom,' Ms. Serdari said. 'Additionally, as technology advances in terms of identifying the correct provenance of sources or in terms of tracing every manufacturing part to its origin, consumers have heightened the intensity of their concerns because they feel more empowered by technology to do so.'"

Excerpt from LiveMint -- "A new paper by German Gutierrez and Thomas Philippon of the Stern School of Business at New York University takes a look at superstar firms in the US economy over the past six decades. Their careful empirical work ends with a counter-intuitive conclusion. Superstar firms have not become larger, have not become more productive and their contribution to productivity growth has fallen by more than a third."

Excerpt from MarketWatch -- "Paul Zarowin, a professor of accounting at the Stern School of Business at New York University, told MarketWatch, 'If Berkshire Hathaway is holding a lot of assets that are marked-to-market now, it makes sense that he would shift his focus to share price. A new emphasis on share repurchases is aligned with that.'"

Excerpt from The Wall Street Journal -- "Valuation guru Aswath Damodaran late last year figured it was worth about $38 billion, while analysts at Deutsche Bank thought a disposal of part of the business would fetch a little over $10 billion after taxes."

Excerpt from Ad Age India -- "While you try and convince me that Matt Damon is the best person to host the Oscars, I want to put up my nomination for Alexa to play the part. She is smart, she has a soothing voice, she has an impeccable track record (outside of the unexplained sinister laugh once-in-a-while) and she is a lot of fun."

Exceprt from the Harvard Law blog -- "Our new working paper, Common Ownership in America: 1980–2017 provides a new analytical framework for this debate, by comprehensively analyzing the theoretical and empirical implications of the common ownership hypothesis among all S&P 500 firms from 1980–2017. Our paper identifies why common ownership presents such a tremendous challenge to markets and regulators if prevailing hypotheses are true, but we also identify important data problems, misconceptions and erroneous assumptions that call into question the reliability of existing research."

Excerpt from CNBC -- "Instead, identify your talent and zero in there. 'Find out what you're good at and then invest 10,000 hours in it — and become great at it,' Galloway says."

Excerpt from Insider -- "Decades ago, when the frontiers of AI involved beating a human player at checkers, the decision variables were straightforward. Today, asking an AI to weigh in on a medical diagnosis or to predict the next financial market crash involves data and decisions that are orders of magnitude more complex. So instead, our systems are built for optimization. Implicit in optimizing is unpredictability—to make choices that deviate from our own human thinking."

Excerpt from Fox News Radio -- "I think the biggest change in the world of tech—in the world of screens—is that the consumers of screens are much more careful now about how they consume. We're paying a lot more attention to the way we spend our time, and I think we're starting to demand more from the companies that deliver those screens."

Excerpt from Business Insider -- "The same year, Paul Romer, the chief economist of the World Bank, proposed that macroeconomics — the 'science' of capitalism — was perhaps a fantasy field of study equivalent to string theory, which no longer had any legitimate claim to describing the workings of the real economy."

Excerpt from The Bond Buyer -- "In that report Clive Lipshitz, a managing partner at Tradewind Interstate Advisors and Ingo Walter, a finance professor at New York University studied the 25 largest public pension plans and found that managers are becoming increasingly interested in investing in infrastructure."

Excerpt from Adweek -- "'You also have most of the press from around the world there. If you have a story to tell, it’s like shooting fish in the barrel. The press come[s] to you. You have everybody there,' Hardart said. 'There’s a huge benefit; it’s just a question of how much you can cut through because there’s a lot of people trying to do the exact same thing.'"

Excerpt from Yahoo Finance -- "'I think Amazon's biggest problem right now is it has a target on its back. Target on its back politically, economically,' Damodaran told Yahoo Finance’s The Final Round, several days after the e-commerce giant decided not to build a second headquarters in New York City amid fierce opposition from local advocates."

Excerpt from Canadian Accountant -- "Entire industries that are largely intangible, including software, biotech and Internet services, came into being during the 1980s and 1990s, Lev points out in The End of Accounting. 'And for all other business, the major value drivers shifted from property, plant, machinery, and inventories, to patents, brands, information technology, and human resources.'"

Excerpt from Reuters -- "A paper by German Gutierrez and Thomas Philippon looked at the largest American companies, both overall and by industry. They found that the trend lines for these “star” firms changed dramatically around the year 2000."