In the world of corporate finance, companies have two primary ways of returning value to their shareholders: traditional dividend payments or buying back their own shares. Both approaches influence a company’s stock price, signal something about management’s perspective on future prospects, and carry various implications for investors and the broader market. But how do you decide which method is more suitable, and under what circumstances?
Autor: Irrational Investors
LA NUEVA MENTE DEL MERCADO: CÓMO LA IA ESTÁ REVOLUCIONANDO LAS FINANZAS DEL COMPORTAMIENTO
Artificial intelligence is a double-edged sword in the world of finance. It offers an incredible toolkit to diagnose and correct our most ingrained behavioral flaws, potentially making investors more successful. Yet it also introduces novel risks by becoming an actor in the market itself, complete with its own systematic machine biases and the frightening prospect of algorithmic herding. The line between human and machine decision-making in finance is blurring, creating a new market ecosystem defined by their interaction. The new market mind is here, and whether it leads to a more rational market or new forms of systemic fragility will depend entirely on the behavioral wisdom we embed in its code.
CORPORATE CULTURE AND COMPOUND INTEREST
An organization is not what it prints in its value statements on the website, but what it does—and what it tolerates—day after day. It’s the accumulation of repeated, consistent behaviors that gradually shape the company’s collective identity. It is the "compound interest" what makes the difference.
THE FOUR CONDITIONS FOR LEADERSHIP by Mario Alonso Puig
Mario Alonso Puig explicitly states in this video that there are four key elements that define a leader's capacity to influence. These conditions are crucial for what the speaker defines as "liderar" (to lead), which is distinct from merely "mandar" (to order) and instead focuses on inspiring, mobilizing, and fostering alignment between mind and heart to create a shared, exciting vision.
CORPORATE CULTURE- «…THE RIGHT GUYS IN THE RIGHT SEATS…»
Nick Saban gives us so many lessons about Corporate Culture in just one minute!
Summer readings – authors worth to be read
Looking to read this summer and actually make it worthwhile? This isn't another "top 10 books to read" list. We're taking it a step further. This summer, don't just pick books. Pick minds. Choose authors whose thinking will challenge yours, reshape how you work, decide, invest, and make sense of the world.
CAPM, ¿SÍ O NO?
El Capital Asset Pricing Model (CAPM) es, probablemente, el modelo más influyente —y cuestionado— de la historia de las finanzas modernas. Su fórmula, tan simple como potente, ha servido durante décadas como punto de partida para valorar activos, estimar el coste del equity y evaluar carteras. Pero hoy, más de 60 años después de su nacimiento, las preguntas se acumulan: ¿sirve todavía? ¿Debe seguir enseñándose en escuelas de negocios? ¿Es útil o solo elegante?
When an AI Outperforms 93% of Fund Managers!
For decades, financial theory has rested on a central axiom: public information is free, symmetric, and quickly incorporated into prices. Under this premise, investors shouldn’t be able to generate sustained returns using data available to everyone. However, a recent study by Ed deHaan, Chanseok Lee, Miao Liu, and Suzie Noh (Stanford and Boston College, 2025) challenges this idea with a compelling experiment: an AI that, relying solely on public data, systematically improves the portfolios of thousands of real-world funds.
EBITDA…¿SÍ O NO?
Durante décadas, el EBITDA ha sido el atajo favorito de muchos analistas para estimar la rentabilidad operativa de una empresa. Pero su uso generalizado ha generado también graves distorsiones: ignora la inversión necesaria para sostener el negocio, puede inflar la percepción de liquidez, y es fácilmente manipulable...
Why Even the Smartest People Make Predictable Mistakes…
Why do even the smartest people make predictable mistakes? Because the trap isn’t in the data — it’s in how we interpret it. Representativeness, availability, anchoring, overconfidence, illusion of control... These aren't flukes. They're systemic biases. Kahneman and Tversky called them out decades ago. Yet we keep falling for them — in investing, in business, in healthcare, in public policy.
Irrational Investors 