
In "Skin in the Game," Taleb exposes how modern systems reward those who avoid consequences while punishing the accountable. Why are business leaders adopting its value-based models? Because in a world of empty talk, those with real skin in the game ultimately win.
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Imagine two people giving you investment advice. The first is a financial advisor who earns commissions regardless of how your investments perform. The second is someone who has invested their own life savings in the exact strategy they're recommending to you. Who would you trust? This fundamental asymmetry between talk and action lies at the heart of "Skin in the Game." The concept is deceptively simple yet profoundly important: those who make decisions should share in the consequences. Throughout history, the most stable systems have been those where decision-makers couldn't easily separate reward from risk. Ancient Babylonian king Hammurabi understood this when he decreed that if a builder constructs a house that collapses and kills the owner's son, the builder's son should be put to death. While morally troubling to modern sensibilities, the principle remains powerful-when people face the consequences of their actions, they behave differently. This explains why the 2008 financial crisis happened: banking executives reaped enormous bonuses by taking massive risks with other people's money. When their bets failed, taxpayers footed the bill while many executives walked away wealthy. We see this pattern everywhere-politicians start wars they won't fight in, corporate executives make decisions protected by golden parachutes, and journalists offer advice they won't have to live with.
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Cree par des anciens de Columbia University a San Francisco
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Cree par des anciens de Columbia University a San Francisco

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