"If you have something at risk, you think differently"
About this Quote
Risk isn’t just a downside in Kravis’s world; it’s a cognitive technology. “If you have something at risk, you think differently” compresses an entire Wall Street moral system into one tidy premise: stake creates seriousness, seriousness creates clarity, and clarity (ideally) creates better decisions. It’s a businessman’s version of tough love, with the subtext that comfort breeds sloppy judgment and that incentives are more honest than ideals.
Coming from Henry Kravis - the KKR cofounder who helped define modern private equity and the leveraged buyout - the line is also a quiet defense of an industry often caricatured as financial extraction. The intent is to argue that real ownership, or at least the sensation of it, aligns behavior. You watch costs, you question assumptions, you act with urgency. Risk becomes a disciplining force, a replacement for bureaucracy and complacency.
But the phrase is doing something else: shifting the ethical burden onto structure. If outcomes go bad, the implication is that the thinking was distorted because the stake wasn’t real or properly placed. That logic underwrites a lot of corporate governance talk - “skin in the game” as a cure for everything from executive excess to underperforming teams.
The irony is that “something at risk” can mean wildly different things depending on who you are. For a billionaire, it may be reputation or a sliver of capital; for workers, it can be livelihood and stability. Kravis’s sentence is persuasive because it feels like common sense, yet its power lies in how it naturalizes a particular hierarchy of consequences.
Coming from Henry Kravis - the KKR cofounder who helped define modern private equity and the leveraged buyout - the line is also a quiet defense of an industry often caricatured as financial extraction. The intent is to argue that real ownership, or at least the sensation of it, aligns behavior. You watch costs, you question assumptions, you act with urgency. Risk becomes a disciplining force, a replacement for bureaucracy and complacency.
But the phrase is doing something else: shifting the ethical burden onto structure. If outcomes go bad, the implication is that the thinking was distorted because the stake wasn’t real or properly placed. That logic underwrites a lot of corporate governance talk - “skin in the game” as a cure for everything from executive excess to underperforming teams.
The irony is that “something at risk” can mean wildly different things depending on who you are. For a billionaire, it may be reputation or a sliver of capital; for workers, it can be livelihood and stability. Kravis’s sentence is persuasive because it feels like common sense, yet its power lies in how it naturalizes a particular hierarchy of consequences.
Quote Details
| Topic | Decision-Making |
|---|---|
| Source | Help us find the source |
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