Warren Buffett’s knack for understanding the intricacies of business and using that knowledge to build an empire is nothing short of legendary. With a portfolio that has bolstered Berkshire Hathaway to nearly a trillion-dollar value, his approach isn’t just sound; it’s awe-inspiring. But what does Buffett think is the secret ingredient for success in the business world? If you guessed ‘accounting,’ you’d be right on the money.
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“People ask me what they should take in business school,” Buffett once shared during a speech to graduates at his alma mater, the University of Nebraska-Lincoln. “You have to understand accounting. It’s the language. It’s like being in a foreign country without knowing the language if you’re in business and you don’t understand accounting.” He emphasized, “There is nothing more important.”
For Buffett, accounting is more than just numbers on a page. It’s a tool kit, a lens through which he evaluates potential investments. He doesn’t just stop at understanding financial statements; he uses them as a window into the soul of a business.
His ability to read between the lines of 10-Ks, 10-Qs and annual reports has fueled some of his most legendary deals, often with just a few key insights tipping the scales in his favor.
One of the best examples? In the University of Nebraska-Lincoln speech, Buffett recounted a 2003 moment when he was considering an acquisition of Clayton Homes, a leader in the manufactured home sector.
“We agreed to pay $1.7 billion for it,” Buffett said, emphasizing that accounting insights guided the decision. He explained, “I made that deal over the phone without ever meeting the people there, but I had seen enough through reading 10-Ks, 10-Qs and annual reports.” Buffett continued, “By looking at figures, I could discern what they told me in terms of the kind of people running the place and the kind of accounting decisions they made.” His confidence in understanding the numbers allowed him to execute the transaction successfully, demonstrating the critical role that thorough financial scrutiny plays in high-stakes business decisions.
A week after his board approved the deal, he met the team in person. It’s a testament to his confidence in numbers and their ability to tell a story when interpreted correctly.
Fast-forward to today and Clayton Homes continues to reflect the fruits of Buffett’s strategic thinking. Under the leadership of Kevin Clayton, who stepped in as CEO in 1999, the company has been thriving as part of the Berkshire family. Clayton Homes’ first-quarter results in 2024 showed revenues climbing to $2.7 billion, a 9.1% increase compared to the previous year. The company’s expansion is proof that Buffett’s instincts were, as usual, spot-on. A 12.2% spike in new home unit sales propelled this growth, showcasing the ongoing demand for Clayton’s modern and energy-efficient designs.
Buffett’s method isn’t just about reading financial statements; it’s about knowing when those numbers add up to a business worth owning. He once remarked, “I run into CEOs periodically who really don’t understand [accounting]. They try to bluff their way through. You can see in their faces they’re almost frightened when someone hands them a balance sheet.” This pointed insight encapsulates why Buffett insists on having the knowledge firsthand – no middlemen, no consultants. He said, “We don’t call in investment bankers … much to their disgust.”
This philosophy is what makes Buffett’s leadership at Berkshire Hathaway so distinctive. He believes in equipping himself and his team with the knowledge to make decisions that align with long-term goals.
The “Oracle of Omaha” has never been shy about the tools of his trade. For those looking to follow in his footsteps, mastering accounting isn’t just a good idea – it’s essential. After all, as Buffett famously noted, it made him “a lot of money.”
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