During due diligence, it's crucial to look beyond returns. Top allocators analyze a manager's decision-making process, not just the outcome. They penalize managers who were “right for the wrong reasons” (luck) and give credit to those who were “wrong for the right reasons” (good process, bad luck).

Some companies execute a 3-5 year plan and then revert to average returns. Others 'win by winning'—their success creates new opportunities and network effects, turning them into decade-long compounders that investors often sell too early.

Vested's investment model gains an edge from proprietary data on employee sentiment and behavior. Signals like unsolicited negative comments, willingness to counter on price, or selling more shares than necessary provide unique insights into a company's health that traditional financial analysis lacks, forming a data moat.

Venture capital returns materialize over a decade, making short-term outputs like markups unreliable 'mirages.' Sequoia instead measures partners on tangible inputs. They are reviewed semi-annually on the quality of their decision-making process (e.g., investment memos) and their adherence to core team values, not on premature financial metrics.

Unlike typical sovereign funds that manage reserves, Temasek directly owns its assets. This structure necessitates actively selling assets ("recycling capital") to fund new investments, creating a disciplined trade-off between holding long-term winners and pursuing new opportunities.

Thrive's late-stage philosophy starts with qualitative conviction in the team and product. Quantitative analysis is used to confirm this hypothesis, not generate it. This approach builds resilience against short-term metric fluctuations that cause purely quantitative investors to lose confidence, allowing for bolder, long-term bets.

Temasek's partnership philosophy is not about risk diversification. Instead, it prioritizes collaborating with partners who can augment its internal capabilities and provide specific skill sets it lacks for a given opportunity. This makes partnership a strategic tool for capability building, not just capital sharing.

Recognizing that investment capabilities alone are insufficient, Temasek proactively established a geopolitical team and a Washington D.C. office in 2017. This was done not in reaction to a crisis but in anticipation of global shifts that could have widespread ramifications on their portfolio.

Unlike Norway's model of direct government ownership, Singapore's Temasek acts as a holding company. This structure allows it to convene portfolio company leaders (e.g., in a Sustainability Council) to share insights and best practices, creating synergies that would be impossible with disparate ownership.