Assess a company’s management through public statements, delivered commitments, crisis decisions, and use of company funds. Produce evidence-based scores for integrity, strategy, capital allocation, and governance, alongside a verdict on long-term trust.
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Deep management assessment — the 'buying a stock is buying a person' layer. For a company or a named executive, evaluate integrity (promise-vs-delivery tracking, crisis behavior, stakeholder treatment), ability (strategic foresight, execution, capital-allocation record) and governance (equity structure, compensation, related-party deals). Outputs a weighted score across integrity / ability / capital-allocation / governance plus Duan Yongping's 3-question verdict ('would you hand this person your money for 10 years'). Use when standard research leaves management quality uncertain, or when management IS the investment thesis.
安装前可以查看交给 AI 代理的指令内容。
Deep management research on a company (or person company).
"Buying a stock is buying a person. Find someone you trust, then hold long-term." — Duan Yongping
"To judge management, look at what they do when no one is watching." — Buffett
Most analysis stops at the surface: résumé, shareholding, compensation. But Buffett spends time talking with management, Li Lu says investing is fundamentally investing in people, Duan Yongping says buying a stock is buying a person.
AI can't have dinner with management, but it can via public information: ① track whether words match deeds (promises vs delivery); ② analyze the return of every major capital-allocation decision; ③ infer character from decisions made in hard times; ④ cross-check via employee / merchant / customer feedback.
Use when: standard research leaves management score uncertain (★★★ or below), or when management is the core investment logic.
Use web_search / get_stock_profile / get_sec_filings:
| Role | Name | Tenure | Background | Shareholding/options |
|---|---|---|---|---|
| CEO/Chairman | ||||
| CFO | ||||
| Founder (if not in role) | ||||
| Actual controller (if different from CEO) | ||||
| Other key executives |
Distinguish "who decides" from "whose name is on the title" — some founders remain the soul even after stepping down.
Then gather four data categories (sequentially via web_search + get_stock_news + get_financial_statements + get_sec_filings, or run_swarm): ① CEO public statements and prediction record; ② capital-allocation decisions (M&A / buybacks / dividends / new business); ③ governance and compensation; ④ side validation (employee / customer / industry reputation).
Use web_search to collect the CEO's public statements over the past 5 years (shareholder letters, calls, interviews, social media); extract their judgments:
| Time | CEO's judgment/prediction | Actual outcome | Accuracy |
|---|---|---|---|
| "We believe market X will..." | X actually... | ✅/❌ |
Key questions: Has the CEO made correct calls ahead of the market? Stayed calm when everyone was bullish? Is their industry understanding independent or following the crowd?
| Dimension | Assessment | Evidence |
|---|---|---|
| Strategy-to-execution | Did they do what they said? | |
| Organization | Can they attract and retain talent? | |
| Crisis handling | How do they respond to difficulty? | |
| Iteration speed | How fast do they correct mistakes? |
Buffett: "We look for three qualities: integrity, intelligence, and energy. Without the first, the other two will kill you."
Extract specific commitments from the past 3 years (calls, letters, interviews) via get_sec_filings / web_search / get_stock_news:
| # | Time | Commitment | Occasion | Delivery | Rating |
|---|---|---|---|---|---|
| 1 | "X business profitable in 2025" | 2024 annual call | ✅/⚠️/❌ |
| Delivery rate | Rating |
|---|---|
| >80% | Excellent — does what it says |
| 60-80% | Acceptable — right direction, execution gaps |
| 40-60% | Concerning — over-promises, under-delivers |
| <40% | Serious problem — untrustworthy |
Search for major crises (price crash, earnings miss, regulatory shock, competition); analyze management's response: proactive comms or hiding? Internal attribution or blaming external? Used the crisis to do the hard right thing or to pander short-term?
| Stakeholder | Attitude | Evidence | Rating |
|---|---|---|---|
| Shareholders | Respect/ignore/exploit | ||
| Employees | Treat well/exploit/ignore | ||
| Customers/users | Customer-first/short-term extract | ||
| Merchants/suppliers | Fair/extreme price pressure | ||
| Regulator/society | Compliant/corner-cutting |
Buffett's most-valued ability — for every dollar earned, how much does management turn it into?
Search past 5 years of capital decisions (web_search / get_financial_statements); score each:
M&A record: time / target / amount / strategic logic / after-the-fact return / score(1-5)
Buybacks (use financial_rigor command=verify_valuation to check PE at buyback time vs now): time / amount / avg price / PE then / retrospective / score(1-5)
Dividends: year / amount / payout ratio / vs FCF / sustainable
New business investment: time / area / cumulative spend / status / return / score(1-5)
| Dimension | Score(1-5) | Notes |
|---|---|---|
| M&A discipline | Right price? Integration? | |
| Buyback timing | Buy low, stop high? | |
| Dividend rationality | Payout vs FCF? | |
| New business | Success rate? Stop-loss discipline? | |
| Cash management | Reasonable reserves? Hoarding? | |
| Overall |
| Item | Detail | Risk |
|---|---|---|
| Dual-class / super-voting? | ||
| Founder/controller stake? | ||
| VIE structure? | ||
| Independent directors truly independent? | ||
| Recent major-holder changes? |
| Executive | Total annual comp | % of net income | vs peers | Reasonable? |
|---|
Is incentive aligned with long-term shareholders or encouraging short-term behavior?
| Related party | Transaction | Amount | Arm's length? | Risk |
|---|
AI can't meet face-to-face, but cross-check via public channels:
web_search for Glassdoor ratings, discussions (mark platforms requiring login as "user can supplement") — culture, management rating, intensity, compensation, growth.Buffett: "A great company should be one that a fool can run — because eventually one will."
Structure: ① Key people overview; ② Integrity (delivery rate + hard times + stakeholders); ③ Ability (foresight + execution + capital allocation); ④ Governance; ⑤ Side validation; ⑥ Overall score and verdict.
| Dimension | Weight | Score(1-5) | Weighted |
|---|---|---|---|
| Integrity | 35% | ||
| Strategy & execution | 25% | ||
| Capital allocation | 25% | ||
| Governance | 15% | ||
| Total | 100% |
All three "yes" = ★★★★★; first two "yes" = ★★★★; only the first "yes" = ★★★; first is "no" = ★ (don't invest).
Use write_file to reports/{company}-management-{YYYYMMDD}.md. Then report_audit (extract → verify → verdict) as a quality gate on the numbers.
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中文简介正在准备中。当前显示英语简介。
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