Drawing on Charlie Munger's wisdom, investment management problems often stem from misaligned incentives. Instead of trying to change people's actions directly, leaders should redesign the incentive structure. Rational individuals will naturally align their behavior with well-constructed incentives that drive desired client outcomes.

The firm's "Capital System" combines top ideas from various analysts and portfolio managers into a single fund. This structure deliberately avoids exposure to any single manager's low-conviction holdings, creating what is effectively a "best ideas" portfolio.

Greylock measures partner contribution by whether they were "causally impactful" to a successful investment, rather than just who sourced it. This model incentivizes deep collaboration, such as building a prepared mind, helping win a deal, or adding critical value post-investment.

By removing the annual bonus cycle, Eagle Capital eliminates short-term performance pressure on analysts. This encourages them to focus on investment theses that play out over 3-7 years, aligning compensation with the firm's long-duration investment strategy.

Superior returns can come from a firm's structure, not just its stock picks. By designing incentive systems and processes that eliminate 'alpha drags'—like short-term pressures, misaligned compensation, and herd behavior—a firm can create a durable, structural competitive advantage that boosts performance.

TA's compensation structure aligns partner incentives directly with investor returns. The primary way for partners to increase their ownership (carry) is by generating realized gains—i.e., returning capital to Limited Partners. This systemically prioritizes liquidity and successful exits over simply deploying capital or marking up portfolio value on paper.

Structuring compensation around a single, firm-wide P&L, rather than individual deal performance, eliminates internal competition. It forces a culture of true collaboration, as everyone's success is tied together. The system is maintained as a meritocracy by removing underperformers from the 'boat.'

The firm's stated competitive edge is "time." By tying quantitative bonuses predominantly to eight-year results rather than one-year performance, it structurally enables portfolio managers to build long-term conviction and avoid reactive, short-term decision-making.

To combat communication breakdown at scale, Capital Group deliberately disaggregated its equity team into three distinct, firewalled units of about 100 professionals each. This ensures investment discussions remain intimate and effective despite massive firm-wide AUM, forcing them to "stay small."