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battery-pioneer-akira-yoshino-tesla-apple-electric-futureLithium-ion batteries have provided the first serious competition in a century to fossil fuels and combustion engines for transportation. Now an honorary fellow at Asahi Kasei, the Japanese chemical firm where he has worked for nearly 50 years, Yoshino sees more disruption ahead as transportation and digital technology become one industry, sharing lithium battery technology.
And,
Right now, the auto industry is thinking about how to invest in the future of mobility. At the same time, the IT industry is also thinking about the future of mobility. Somewhere, sometime, with the auto industry and the IT industry, there is going to be some kind of convergence for the future of mobility.
Tesla has their own independent strategy. The one to look out for is Apple. What will they do? I think they may announce something soon. And what kind of car would they announce? What kind of battery? They probably want to get in around 2025. If they do that, I think they have to announce something by the end of this year. That's just my own personal hypothesis.
No, I'm not. Don't put words in my mouth. I am speaking about a structural problem that has existed in the mutual fund and ETF industry since the beginning. This agency problem exists at any fund where there is a conflict of interest between the manager seeking to gather more assets and collect fees for himself/herself at the expense of fund shareholders. It's not a con, but it is a persistent problem that has often manifested itself especially with trendy niche funds. This phenomenon is nothing new. The irony is John Bogle spoke about it for decades in biblical terms, citing the roots of the fiduciary principal in the Gospel of Matthew: "No man can serve two masters: for either he will hate the one, and love the other; or else he will hold to the one, and despise the other." In the fund industry he felt those two masters were the profit seeking fund management company and the fund investors, whose interests were often not aligned. It's the reason he created Vanguard with its quasi-non-profit structure. He wanted to eliminate the agency problem and have funds serve only fund shareholders. Unfortunately, the industry is fairly far from his original vision today. As for whether investors are capable of recognizing the risks of hot niche strategies, history has shown again and again that many are not. The tempation to performance chase is too great. I think 2020/2021's chasing after stocks like Game Stop is more than ample evidence that performance chasing persists. And when the music stops, the least sophisticated investors often get burned. What is irksome especially in this case is that this behavior is presented somehow as a godly pursuit. That and the extraordinary trendiness of companies with valuations exceeding many of those in the dotcom bubble with a portfolio p-e of 120: https://morningstar.com/etfs/arcx/arkk/portfolio For those that don't understand the risks this could end badly. The more trendy, faddish, narrowly focused, high cost and aggressive a fund is, the less like a fiduciary that puts his/her shareholders best interests first a manager seems.you speak as though she is deceiving/conning her investors and stealing their money.
Hmm, i can't seem to find it. Any idea what the subscription or redemption terms are? Is there a lockup?The fund is listed in Artisan’s institutional website, not retail. Minimum is $1M.
bank-regulators-tech-giants-are-now-too-big-failMore than a decade on from the financial crisis, regulators are spooked once again that some companies at the heart of the financial system are too big to fail. But they're not banks.
This time it's the tech giants including Google (GOOGL.O), Amazon (AMZN.O) and Microsoft (MSFT.O) that host a growing mass of bank, insurance and market operations on their vast cloud internet platforms that are keeping watchdogs awake at night.
It’s precisely these costs of major planetary tipping points that I set out to calculate with three stellar colleagues....We find that the impact of these tipping points is itself highly uncertain....For example, we estimate a 10% chance that tipping points more than double the social cost of carbon.
Our paper is clearly not the final word on this question, but it is the kind of enumeration that helps make the case for why it is precisely the risks, the uncertainties, the tail events, and, yes, the planetary-scale tipping points that should really drive climate action now.
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