Of course, moguls have a tendency to reject implicitly or explicitly all easily measurable metrics of success and tend to focus instead on various forms of industry recognition. Although these are undoubtedly satisfying to the mogul, there is no empirical evidence that any of them translate into corresponding satisfaction for shareholders. This preoccupation is perhaps best captured in Edgar Bronfman Sr.’s explanation justifying the fateful decision to allow his son to buy media conglomerate Universal. This ultimately disastrous transaction required divesting their family business, Seagram, along with their 25 percent stake in DuPont. “The whisky business is not a growth business and you can’t ask a forty-year-old chief executive to run a stagnant company,” said Bronfman père. “We could have taken over DuPont,” he added, “but Your highlight at location 1046 what fun would it have been to go to Wilmington, Delaware, and run that business.” 164f157e7B002N83GWQ

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