Knightshade
Well-Known Member
Horse/carriage/wagon replacement was fast in USA (AFAIK), slow in some other areas (WW2 German Army still had millions of horses - wikipedia - "supply train of a 1943 German infantry division employed 256 trucks and 2,652 horses attended by 4,047 men")
It wasn't as fast as some folks imagine even in the US though.... people keep trotting out that famous NYC parade picture (even Tony Seba makes this mistake) while ignoring horses remained in very common use (just not in NYC parades) for decades after that in the US, including through the great depression in the 30s when some folks converted their car carriages back to having a horse pull em because they couldn't afford gas.... google Hoover cart sometime.... and as you note adoption was even slower in much of the rest of the world.
If we're considering rail, insurance, airline or electric utility/grid investments of Buffet, I don't have enough knowledge to pass judgement, but I have a suspicion that enough of Buffet's investments will be affected as to materially affect returns & possibly force actions upon him eg sales, reduce debt. Whether it's a house of cards or the dents will buff (et) out is the question.
One of the points he makes in his letter is because they have so much cash, and FCF, relative to obligations they're able to get much better return on that cash compared to tighter companies forced to keep them in "safe" bonds.
So he seems fine in that regard.
I think he's making a mistake betting on legacy industries without looking out for disruptions.
Again- this is not remotely what is happening
I pointed out examples from both his rail company and his power company where they've been working on stuff to plan for an electric/renewable transition since years before Tesla sold the first model S
While competitors like Union Pacific keep whining it's too expensive to look at any of that.
They're not, themselves, being disruptive (that's risky and expensive- not Buffetts brand) but they're certainly aware of, and planning for, disruptions to their core businesses- far moreso than most competitors.
That's exactly in line with his idea of finding a few well-managed companies and sticking with them- his managers appear aware, and far more willing to make moves, to recognize future changes than others in the same industries- even if they're not rushing all-in to every potentially disruptive tech out there.