netrashetty
Netra Shetty
Bridgewater Associates is an American investment management company founded by Ray Dalio. It is reported to be the world's largest hedge fund and has approximately 1,200 employees.[2][3] The company manages approximately $89 billion in its hedge fund for about 270 clients such as pension funds, endowments, foundations, foreign governments and central banks. and $50.9 billion in total[
Greenwich resident Ray Dalio received a few backhanded compliments from New York magazine’s recent Wall Street issue.
Among other comments, the April 10 article by Kevin Roose called Dalio’s Bridgewater Associates “the world’s largest and indisputably weirdest hedge fund,” noting that Dalio — Bridgewater’s founder and Connecticut’s second-richest billionaire — built the money-making gjant “by running it like a cult.”
That may sound harsh, but the article moves on to conclude the hedge fund leader’s success might just be his unusual leadership style.
Roose parses the Bridgewater company manual, a 110-page “manifesto” of Dalio’s beliefs. The Bridgewater bible includes such motivational ruminations as, “Don’t pick your battles. Fight them all,” and “Manage as someone designing and operating a machine rather than as someone doing tasks.” Among other factors shaping his outlook, Dalio is a longtime practitioner of Transcendental Meditation, according to the piece.
But while some may call Bridgewater’s unique culture “weird” others just call it making bank, Roose writes.
“Dalio’s Principles, acolytes say, allow the firm’s researchers and traders to sidestep office politics and ego-stroking and focus on what really matters: beating the markets.”
At Bridgewater, our overriding objective is excellence, or more precisely, constant improvement. We believe that producing excellence requires approaching both work and people in a principled way. Above all else, we want to find out what is true and figure out how best to deal with it. We value independent thinking and innovation, recognizing that independent thinking generates disagreement and innovation requires making mistakes.
To foster this thinking and innovation, we maintain an environment of radical openness, even though that honesty can be difficult and uncomfortable. At Bridgewater each individual has the right and the obligation to ensure that what they do and what we do collectively in pursuit of excellence makes sense to them. Everyone is encouraged to be both assertive and open-minded in order to build their understanding and discover their best path. The types of disagreements and mistakes that are typically discouraged elsewhere are expected at Bridgewater because they are the fuel for the learning that helps us maximize the utilization of our potential. It is through this unique culture that we have produced the meaningful work and meaningful relationships that those who work here and our clients have come to expect.
To help communicate what it’s like here, some of the people who work at Bridgewater describe it in the videos below. I am also posting my Principles, which we use, debate and change to agree on how we should be with each other in our pursuit of excellence.
Greenwich resident Ray Dalio received a few backhanded compliments from New York magazine’s recent Wall Street issue.
Among other comments, the April 10 article by Kevin Roose called Dalio’s Bridgewater Associates “the world’s largest and indisputably weirdest hedge fund,” noting that Dalio — Bridgewater’s founder and Connecticut’s second-richest billionaire — built the money-making gjant “by running it like a cult.”
That may sound harsh, but the article moves on to conclude the hedge fund leader’s success might just be his unusual leadership style.
Roose parses the Bridgewater company manual, a 110-page “manifesto” of Dalio’s beliefs. The Bridgewater bible includes such motivational ruminations as, “Don’t pick your battles. Fight them all,” and “Manage as someone designing and operating a machine rather than as someone doing tasks.” Among other factors shaping his outlook, Dalio is a longtime practitioner of Transcendental Meditation, according to the piece.
But while some may call Bridgewater’s unique culture “weird” others just call it making bank, Roose writes.
“Dalio’s Principles, acolytes say, allow the firm’s researchers and traders to sidestep office politics and ego-stroking and focus on what really matters: beating the markets.”
At Bridgewater, our overriding objective is excellence, or more precisely, constant improvement. We believe that producing excellence requires approaching both work and people in a principled way. Above all else, we want to find out what is true and figure out how best to deal with it. We value independent thinking and innovation, recognizing that independent thinking generates disagreement and innovation requires making mistakes.
To foster this thinking and innovation, we maintain an environment of radical openness, even though that honesty can be difficult and uncomfortable. At Bridgewater each individual has the right and the obligation to ensure that what they do and what we do collectively in pursuit of excellence makes sense to them. Everyone is encouraged to be both assertive and open-minded in order to build their understanding and discover their best path. The types of disagreements and mistakes that are typically discouraged elsewhere are expected at Bridgewater because they are the fuel for the learning that helps us maximize the utilization of our potential. It is through this unique culture that we have produced the meaningful work and meaningful relationships that those who work here and our clients have come to expect.
To help communicate what it’s like here, some of the people who work at Bridgewater describe it in the videos below. I am also posting my Principles, which we use, debate and change to agree on how we should be with each other in our pursuit of excellence.