Business Adventures: Twelve Classic Tales from the World of Wall Street

John Brooks was a prolific writer who, for a sizable period of time, often contributed to The New Yorker magazine. His articles and publications during the 1960s bull market raised awareness of Wall Street’s questionable practices. His works Business Adventures, The Go-Go Years, and Once in Golconda are widely regarded as some of the best examples of their genres. Even though Brooks is most known for his work on financial concerns, he also published three novels and contributed book reviews to outlets like Harper’s Magazine and the New York Times Book Review. Most readers were drawn to his financial pieces, which gained notoriety. you can download Business Adventure PDF in this article.

Book Business Adventures 
Author John Brooks 
Publisher John Murray
Language English 
Pages 468

Summary of Business Adventures: Twelve Classic Tales from the World of Wall Street

Business Adventures: Twelve Classic Tales from the World of Wall Street by David Brooks for The New Yorker looks at the elements that influence the success or failure of several enterprises. These compositions were released in 1969, yet there are still many lessons to be learned from them. Bill Gates believes that Business Adventures is the most important business book ever published.

A famous example of how investors’ emotions influence their judgments is the 1962 Flash Crash. The three days of the crash caused chaos among stock market investors. Simply keeping their money in a savings account for the allotted time would have resulted in developing a portfolio of equivalent worth. Brooks outlines the events that occurred during the 1962 flash crash to demonstrate that variances are often the consequence of arbitrary reasons.

The stock market has been declining since May 28, 1962, over the previous six months. The central office’s delay in updating stock prices contributed to the subsequent stock market concern. As a result, for 45 minutes, stock market traders had to forecast the price of a stock. They claimed the price had decreased far more than it had because they believed it had. The stock’s value was reduced by $20 billion due to anxious investors selling their shares, which set off a downward cycle. Another panic prompted the market to move swiftly, immediately returning to its previous value. Conventional wisdom is that the Dow Jones Index will never fall below 500 points. Investors entered a purchasing frenzy as the price rose to a critical level. The market needs three days to recover its losses and return to its previous position.

Immediately after this happened, individuals began seeking rational explanations for the short crash. Market behavior could not be foreseen due to irrationality and a lack of foresight. Brooks contends that change is the only constant in the market.

Several Lessons Can Be Drawn from the Edsel Disaster

According to Brooks, it is unusual for CEOs to be fully held responsible for mistakes. Even if this behavior is detrimental to the company, it is highly uncommon for executives to disclaim their involvement quickly. The example Brooks cited to make his argument was Ford in the 1950s when the firm was struggling due to questionable decisions made by its management. Instead of accepting responsibility for their actions, they ascribed blame to others. The Edsel model, which was not only unpopular but also failing due to subpar research and marketing, was causing the company financial problems. Almost everyone agrees that the vehicle was one of the worst instances of a poorly thought-out product ever created. They made the largest-ever investment of $250 million in one project, yet no ground-breaking outcomes were obtained. The car’s mechanical issues included sluggish brakes and abrupt acceleration.

Instead of admitting that these flaws were the main reason the automobile failed, the management placed the responsibility on a particular individual, Roy Brown. He was the one who came up with the Edsel idea. Even though the design was not at fault, Brown was demoted as a kind of punishment. The leadership group kept making the same mistakes because of Roy Brown’s despair due to this.

The Federal Income Tax: Its History, Characteristics, and Future

Brooks claims that since 1913, federal income taxes have changed to allow the richest people to pay lower tax rates than the middle class. The first federal income tax was enacted in the United States of America in 1913 due to the government’s declining revenue and growing spending. Initially, the highest-paid workers made the most contributions to this system. Since that time, the vast majority of individuals have been subject to this tax, which has created several tax loopholes that the rich may use.It is challenging to operate the tax system effectively, given its existing structure. For instance, freelancers often stop taking on new customers towards the middle of the year. Despite making less money now, they can still be financially benefited from the federal income tax. Due to the intricacy of the subject and the wealthy’s significant political influence, tax reform has proven difficult. Brooks believes that as a result, we returned to the tax system in place in 1913.

Employees have the priority status A Period Allocable for Texas Gulf Sulphur.

The second subject Brooks looks at is how insider trading has changed over time. Insider trading is the practice of a trader using information that isn’t generally available to the public for personal gain. Initially, instances containing this unlawful behavior were not prosecuted by the Securities and Exchange Commission particularly often. – The Texas Gulf Sulphur case insider trading incident in 1959 profoundly impacted everything. Workers at Texas Gulf Sulphur decided to make significant investments in the company in 1959 after estimating the value of the newly found copper and silver mines at millions of dollars. The firm concealed this finding to take advantage of the current low stock prices and buy more shares. There were rumors that the company had made a significant finding. Despite this, executives nevertheless showed up for press conferences to convince the public that nothing had been found. They continued adding shares to their purchase throughout the whole process. They held back their discoveries until they had purchased all the shares they could afford and exhausted their remaining resources. Stock prices spiked sharply, and individuals with insider knowledge made millions of dollars.

People may have gotten away with this kind of illegal behavior. Instead of praising this decision, the Securities and Exchange Commission criticized it as being excessive. As a result, the company was charged with fraud and insider trading. The regulatory framework on Wall Street changed due to each insider trader’s convictions. Today, there is a greater chance of facing criminal charges for insider trading.


Brooks investigates Xerox’s effects on business in this chapter. Xerox was, in many ways, Google in the 1960s. Any internet search is now often referred to as “Googling.” To Xerox, something became a common term for “copy” in the 1960s. Xerox was the industry leader in producing automated copy machines. In contrast to Google, Xerox could not sustain its substantial societal effect.

Even the Xerox founders were surprised by the company’s fast rise to renown. Many members of society believed that copying was expensive and immoral and that plagiarism was a serious crime. Friends and family of the company’s founders opted not to invest in it since they didn’t believe in the concept. In only five years of operation, the company has generated $500 million in revenue. Following this success, the owners showed their gratitude by making large donations to nonprofit organizations. The University of Rochester, where photocopying technology was first developed, received the second-largest contribution from them. They also spent $4 million on a broadcast campaign to counter the criticism of the UN from right-wing MPs. With this tactic, they guaranteed their long-term prosperity.

Despite all of these successes, Xerox quickly into bankruptcy. Other companies were now producing less expensive, equivalent products and no longer had a strong technological edge over their competitors. Xerox would have invested millions of dollars in research and development for a new product that would have been the market leader. Since then, many have forgotten how the company’s ability for vision contributed to its early success. The company is still there, but its reputation has diminished because of its diminished impact.

 General Electric’s poor communication influenced several thinkers.

For managers and their workforce, effective workplace communication is often challenging. Brooks uses the example of the firm General Electric (GE) to show how poor communication can have a big impact. As price-fixing became widespread in the late 1950s, GE joined the fray. Many enterprises in the sector raised the cost of electronic items by 25%. GE was recognized as the primary player in this price-fixing operation, and the firm was charged in court for its involvement. When it was discovered that several supervisors had been found guilty, it was amazing that no executives had been brought to justice. The company’s top management readily accepted claims of communication problems.

The company’s management gave managers both express and implicit rules. The announcement of official policy will be handled seriously. They are understood if the essential points are hinted at with a knowing wink. The executives’ evaluations of the company’s policies may have been based on very different assumptions. Several of the efforts unintentionally led to price-fixing. Despite General Electric’s policy forbidding managers from discussing prices with other businesses, some managers made mistakes. This is only one example of how CEOs often use poor communication as an excuse to avoid accepting legal responsibility.

 An in-depth examination of business relationships

Business Adventures offers a glimpse into how the business world operates. Brooks guides dealing with the current business environment and frequent mistakes organizations make. It seems that information from the markets, investor sentiment, and top executives’ reputations are unreliable. On the other hand, knowing this knowledge empowers you to make more informed decisions.

Leave a Comment

Your email address will not be published. Required fields are marked *