Voltaire believed outcomes are shaped by flawed, human-built institutions, not perfect systems. This philosophy directly challenges the Efficient Market Hypothesis (EMH), which assumes a rational, self-correcting market, suggesting instead that markets are shaped by human and institutional biases.
Blaise Pascal's story of a common sailor mistaken for a king illustrates that success and wealth are often highly conditional and circumstantial. It serves as a powerful argument for humility, reminding investors to avoid over-attributing successful outcomes to their own skill alone.
Bruce Lee’s philosophy to be “formless, shapeless, like water” is a powerful model for investors. It warns against rigid adherence to a single dogma, like old-school value investing, and instead encourages adapting one's strategy to fit the unique conditions of the current market environment.
Graham adopted philosopher Baruch Spinoza's idea of viewing things "in the aspect of eternity" to teach investors to focus on long-term intrinsic value rather than getting caught up in the market's daily emotional swings, promoting a disciplined, long-term perspective.
Spinoza's concept of "canatus" (striving) highlights how misalignment between individual goals (e.g., a CEO's reputation) and the organization's goals (shareholder returns) creates agency problems that damage the entire enterprise, underscoring the critical need for incentive alignment.
Nietzsche's thought experiment of eternally reliving one's life forces moral clarity, mirroring Warren Buffett's "inner scorecard." Both concepts champion making decisions based on internal principles and integrity, rather than external validation, social pressure, or legality.
Philosopher Jean Baudrillard's theory of "simulacra"—where representations become independent of reality—perfectly models the meme stock phenomenon. The stock's price becomes a "third-order simulacrum," taking on a life of its own driven by narrative, detached from the company's actual performance.
Philosopher Søren Kierkegaard, who spent his inheritance to fund his own writing, provides the ultimate test for professional passion: "Would you pay to do what you do?" This question starkly separates those driven by a love for the process from those motivated solely by monetary reward.
Martin Buber's "I-Thou" (partner) vs. "I-It" (object) framework clarifies shareholder dynamics. Companies with an "I-It" view treat investors as mere cash sources, attracting transactional capital. An "I-Thou" approach, focused on partnership and transparency, builds a loyal, resilient shareholder base.