Say you’re the CEO of a big publicly-traded company. What you’re meant to do is obsess over shareholder value all the time. This means only painting the saluting side of your headquarters (as did Capital Cities’ CEO Tom Murphy), selling off bits of the company when you’re offered a good price, and giving spare cash back to shareholders through buybacks and dividends whenever you can.  This is the virtuous path. Your shareholders will thank you for it. But it’s undeniably boring.  Obviously, what you’d really want to do as CEO of a publicly traded company is to make your company as big and as…

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