The Shape of Bridgewater

considered a problem. Everyone else had already concluded that the aggressive style each of them showed was the reason the company couldn’t make any decisions. “I don’t think either of them is really sick,” the CEO confided in me. “I think they just don’t want to deal with all the touchy-feely stuff you make people talk about.” I nodded and joked a

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I have a gut sense that a Paramount Global overseen by Sumner Redstone , instead of his daughter, Shari , would have reached a different conclusion. After all, what is now known as Paramount Global was built on Sumner’s litigation risk-reward calculus.

Only a tiny group at Bridgewater, no more than about ten people, enjoyed a different view. This band of almost all men were chosen not only on merit, but on loyalty. They almost without exception had never worked anywhere else. Dalio and Jensen plucked the members from the crew of Bridgewater investment associates and offered them entry to the inne

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Besides, Patterson argued to a colleague, if someone left a bank or hedge fund to join Renaissance, they’d be more inclined to bolt at some point for a rival, if the opportunity ever arose, than someone without a familiarity with the investment community. That was crucial, because Simons insisted that everyone at the firm actively share their work

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