Which Adam Smith?
Taleb reads Adam Smith’s criticism of joint-stock companies as a warning about managing other people’s money. He connects the concern to incentives that let decision-makers benefit while others bear the downside.
THE IDEA
Which Adam Smith?
Many right-wingers-in-love-with-large-corporations keep citing Adam Smith, famous patron saint of “capitalism,” a word he never uttered, without reading him, using his ideas in a self-serving selective manner—ideas that he most certainly did not endorse in the form they are presented.4
In Book IV of The Wealth of Nations, Smith was extremely chary of the idea of giving someone upside without downside and had doubts about the limited liability of joint-stock companies (the ancestor of the modern limited liability corporation). He did not get the idea of transfer of antifragility, but he came close enough. And he detected—sort of—the problem that comes with managing other people’s business, the lack of a pilot on the plane:
The directors of such companies, however, being the managers rather of other people’s money than of their own, it cannot well be expected, that they should watch over it with the same anxious vigilance with which the partners in a private copartnery frequently watch over their own.
Further, Smith is even suspicious of their economic performance as he writes: “Joint-stock companies for foreign trade have seldom been able to maintain the competition against private adventurers.”
Let me make the point clearer: the version of “capitalism” or whatever economic system you need to have is with the minimum number of people in the left column of the Triad. Nobody realizes that the central problem of the Soviet system was that it put everyone in charge of economic life in that nasty fragilizing left column.
When to use it
Evaluating corporate governance structures and incentives for executives
Assessing the risks of limited liability in financial systems
Critically analyzing political rhetoric that invokes historical figures without context
Designing organizations that align decision-makers' interests with outcomes
FROM THEORY TO EVERYDAY LIFE
In practice
Smith's Caution on Joint-Stock Companies
Adam Smith observed that directors of joint-stock companies, managing other people's money, lack the same vigilance as owners. He argued such companies rarely compete successfully against private adventurers.
A MOMENT TO REFLECT
Put it to work.
How might Adam Smith's skepticism of joint-stock companies apply to modern corporations and their governance?
In what areas of your life or work are you managing others' money or interests, and how does that affect your vigilance?
Which arrangements let decision-makers benefit while exposing other people to the losses? How could governance change those incentives?
References
- The Wealth of Nations, Book IV — Adam Smith (1776)
CONTINUE THE CONVERSATION
Source texts
- Antifragile (Nassim Nicholas Taleb)