After the partners have determined the scope of the partnership, they must communicate quickly and often to make sure both sides understand the limits of the partnership. My friend Larry works for an airline that recently offered its employees stock in the airline in exchange for pay cuts. The company broadcast its offer through the media—emphasizing the opportunity for employees to own the airline, just as management does with its stock ownership program. But Larry discovered he did not have the same benefits and privileges the managers had; while managers fly for free, the union employees pay a nominal fee for their passes. Larry resents the fact that while he takes stock instead of dollars, just like management, he doesn’t enjoy the same treatment. The managers’ free seats undermine the credibility of the public relations campaign aimed at building employee morale.

As index funds increase in popularity, many non-index funds also imitate  the indexes. Increasingly, more and more funds buy the same stocks, have  exorbitant marketing expenses, and have the same goal: increasing funds  under management. Stock selection is motivated by this goal. A fund full of  unknown stocks will not be recommended by financial planners or understood  by the public. Unusual funds are quickly labeled “too risky” and disappear.

Mutual fund families comb through the stock picks of each fund and  assure that a minimum number of the popular index stocks are present.  Managers who vary too far are reprimanded and eventually fired if they do  not conform.

Investing produces a wide range of emotion. The highs can be as disorienting as the lows. The most common emotional traps are described here. For each, consider if you would be comfortable owning investments that produce these feelings.

Prior to the innovation, some competitor reaction is already built into the economic base case; after all, the existing price structure and market share has been established in a competitive environment. Changes tend to be incremental. But a new development typically may elicit an exceptional response.

Consider a hypothetical situation. Today’s catalytic converters on automobiles must meet government-mandated emissions specifications regarding performance and durability. They require expensive noble metals, such as platinum, palladium, and rhodium. Assume that Aardvark Catalyst Co. invents and patents a new formulation that replaces more than half the noble metals with nickel and can thereby reduce its cost of goods sold by a full 50 percent. It offers the customers, automobile manufacturers, the new product at a 25 percent discount. This discount reflects half the cost savings, thereby giving the customer a compelling value proposition, while adding the other half of the savings to Aardvark’s bottom line.

Today, investors seem very willing to accept high risks. The level of financing is virtually unprecedented, with the prospect of more than $50 billion being invested per year by venture capitalists alone, a 10-fold increase over the previous decade. Whether this pace of investment will be sustained is another issue. Too much capital chasing too few good ideas is a sure way to drive down returns. But if we believe Daniel Bernoulli’s ideas about utility, the fact that investors have a greater stock of capital than ever before virtually ensures that they will, over time, be more tolerant of high risks.

What about the continued existence of opportunity? At the end of the nineteenth century, the commissioner of the U.S. Patent Office famously recommended that the office be shut down because everything that could be invented already had been. His colossal misjudgment is as widely quoted by speakers at innovation conferences as is Malthus in economics textbooks—but the number of issued patents continues to grow exponentially.

From the viewpoint of the real options solution, strategic alliances only create value when they enable plans. It is possible they will be formed because of personal relationships and a vague sense that working together can help both parties, as when two top executives meet on the golf course. But value will not be created until an option is framed. In time, when that option is exercised, the strategic capital represented by the alliance is translated into economic capital.

Cisco, which produces networking devices (the king of routers) and software, owns only two of the 38 plants that assemble its products. It connects component manufacturers, assemblers, logistics providers, systems integrators, and its own employees and customers in what is known as a b-web (business web). The arrangement leverages the strategic capital of the participants and appears to provide exceptional value. Nortel has embraced the same approach.