"We have professional development reading lists for a reason..." said the boss somewhat recently.
Though I won't even be applying until this fall, it got me thinking about what sort of reading I could do in my spare time to "level the playing field" with potential B-School classmates who are decidely less familiar with the bottleneck that is Ali A-Salim (LSA) in Kuwait, and more attuned to businessy type stuff involving markets, risk, management, etc. These are a few books I've read that I think are pretty colorful and and explain some of the more complex, esoteric concepts in easier to understand language. I think that events leading up to and occurring during the recession will be the basis for a lot of case studies or other class discussions so it might be prudent to perform a sort of IPB. And even if those events aren't a part of the instructor's agenda, you can always count on people steering discussion toward what they want to talk about so as to maximize class participation points.
1. The Big Short by Michael Lewis.
Lewis is bar none the most colorful author in the finance sector. He was a trader for Solomon Brothers in the 80s, but left because he felt like it was all BS. This book analyzes events leading up to the collapse of the mortgage market through the lens of six individuals: Jeffrey Greene (Southern California real estate mogul), John Paulson (previously thought to be a mediocre hedge fund guy), Greg Lippman (Deutsche bank trader), Michael Burry (stock picker who didn't tell his investors that he took their money and started investing in insurance that banks would need if the mortgage market crashed), some random smart dudes that started making a little bit of money by betting on outlier events from their basement in Berkeley and ultimately made about $100 million, and three guys operating a small hedge fund in NYC who had a really cynical world view and profited enormously.
Burry's really just an interesting guy to learn about. He suffered from some sort of degenerative disease as a child so a doctor removed one of his eyes and gave him a fake eyeball. He developed an aversion to interacting with people because they thought he was weird because "he never looked you in the eye." As a result, he fell in love with things that wouldn't judge him: computers, math, science. He was in residency at Stanford Hospital and blogging at night about his stock picks. He dropped out of his residency program because he realized he couldn't even feign interest in the problems of his patients. He immediately started an investment firm that amounted to him just picking stocks. It was a hedge fund, but geared toward value investing stocks (i.e. not trading). He was able to identify the market bubble and started buying up insurance that big banks would need to protect their positions if things went south in the mortgage market. When his investors found out they demanded their money back, but they were contractually obligated to keep most their money in. He had to give some back and fire his staff because he wasn't making much from 05-07. Finally, he cashed in big time during Fall 07, sent the money back to his inital investors (and told them off), closed down his fund, and retired.
The story about Lippman is pretty entertaining too. It goes something like this according to one prospective client: "So he comes in and he has the Chinese guy with him. Eugene was his name. Eugene came in second place in some math competition in China. Lippman liked to emphasize that Eugene was the second best mathemetician in all of China. Eugene didn't speak English, just math. So Lippman starts telling us about all this great deal he has for us to buy insurance. We couldn't really argue that it wasn't a good deal. When the second best mathemetician in China says the numbers check out, what are you going to say? So we think it's pretty good, but Lippman controls most of the market so we can get into it easily, but how do we get out if he controls the market? That's when he literally says, 'This is the best part. When you want to get out of the pool I'm going to toss you a towel and rip your eyeballs out.' He literally said that and then expected us to invest. He was so transparent that we thought there was something mentally off. He said we would make a little money, but that he would rape us for most of that. So basically we had to accede to eyball removal in order to make a few bucks. We wanted to make money, but not have our eyeballs removed so we decided not to invest."
2. Too Big To Fail by Aaron Sorkin. Pretty much a blow by blow account of events leading up to the fall of Lehman Brothers and how it affected all the other banks, government institutions, etc. Very detailed and probably shouldn't be your first read if you're not already familiar with some of the terminology. Still very entertaining.
3. Moneyball by Michael Lewis. Not exactly a business book, but a very interesting book about how Billy Beane, GM for the Oakland A's, has built competitive baseball teams on a shoe string budget by engaging in statistical analysis (sabermetrics) that goes beyond things like batting average, home runs, etc. The real takeaway is that traditional analysis in each field/sector is usually superficial and not a very accurate harbinger of what's to come. Because the A's owners are so stingy, Beane has learned to build quality teams with less money by trading for young talent that has the right characteristics as defined by him. For instance, Beane and his scouts place tremendous emphasis on the number of walks, strikeouts, and pitches seen per at bat. The rationale for emphasis on walks and strikeouts is that you can't teach a batter to be disciplined at the plate. They either have an intuitive understanding of the strike zone or they don't. The metric for determining whether a player understands the strike zone is his walks and strikeouts. Walks and strikeouts are also a critical determinants in on base percentage which Beane argues is more important than batting average because it doesn't matter how you get to first, just that you get there and are now in a position to circle the bags and score (slugging percentage is his other big offensive stat). Beane also places emphasis on pitches seen per at bat because if each batter sees two pitches more per at bat the batter gathers more data points and the pitcher starts wearing down at an increased rate. Beane presupposes that you want to get to the relief pitchers as soon as possible because relief pitchers are in relief because, well, they weren't good enough to be starters. As for pitchers, Beane believes that they are nothing, but a crapshoot so you just acquire as many as possible and hope some of them are good. Any trade involving the A's always involves them receiving a young pitcher. Very rare to seem them trade for only position players.
4. Books by Michael Porter. Usually called Comptetive Strategy or Competitive Advantage. More academic in nature. He teaches at HBS...or did.