CANADIAN PACIFIC

摘要

Once you have a big stake in a company, you can usually influence its strategy. Before we pick a target we run an algorithm we call Return on Invested Brain Damage-the return has to be high enough to justify the work. Most of the time, management is not the problem. At Canadian Pacific [of which we own 14 percent], you have a CEO who has underperformed for six years and runs the worst-performing railroad in North America. We've sought to replace him with a man who had the best track record in the industry at Canadian National: Hunter Harrison.