Comment by kshacker
10 hours ago
This is an awesome move. They’re not saying the reports go away—just moving them to every six months. After hating how each company runs on an internal quarterly cycle, I have to welcome it despite how the change originated. Six months is still short from the perspective of perverse incentives, but if you free up one week of charade from execs every 13 weeks, maybe they can focus better.
And it’s not just execs, but the whole corporate machinery that takes 3–6 weeks after quarter end to churn out reports. Of course, internally executives should be tracking performance daily, but the quarter-end panic could lessen. If you have a bad quarter, you’re not penalized as much if the surrounding months are good.
And anyway, if there is a material adverse change the companies should be expected to disclose, like they are expected now.
Ps: I posted the same on Reddit a couple of hours back. Not AI but if you do find the account don't mention them online in the same sentence.
> And it’s not just execs, but the whole corporate machinery that takes 3–6 weeks after quarter end to churn out reports.
Release early, release often.
If you want corporate machinery to run more smoothly with less effort, force it to operate more frequently not less: when TLS certs had 2-3 year lifespans there was all sorts of manual methods that people forgot how to do; then it was maximum one year. We then got free certs from LE (using ACME), but they were 90 days, so that made automation much more necessary.
Now with certs from public CAs having a max time of 47 days soon (not that I'm necessarily a fan) automation is all but a must.
So if you want less onerous effort on corporate reporting, your workflows and processes need to be much more automated: that's one of the reason why computers were invented after-all, to make computations faster.
And one way to force automation is to insist on more frequent reporting, not less; Barry Ritholtz:
> This is exactly backward: More frequent reporting makes the data less significant. In the real world, human behavior emphasizes what occurs less often—meaning doing something less frequently gives it an even greater significance than something that becomes routine or common.
> That is the difference between a New Year’s Eve celebration and a married couple’s weekly date night.
> Twice-a-year earnings reporting will make the event so momentous, with such focus on it, that any company that misses analysts’ forecasts will find their stock price shellacked. The twice-yearly focus on making the per-share number will become overwhelmingly intense.
* https://www.fa-mag.com/news/reporting-profits-daily-would-en...
Move from quarter / every-3-months to monthly reporting: companies will be forced to automate their "corporate machinery". And each report will be much less 'momentous' because the time between samples will be much less.
I up you to continuous reporting. Audit should be inherent to the system, not a process after the fact. As a public company all owners should have access to daily closed books, and all companies should be able to close their books daily in 2026.
Every six months being the cadence we learn how our companies we own are doing is absurd. It leads to really long dark periods. Also for employees it means we can only divest in a semi annual window. Our carry risk is extensive and expanding.
This is about hiding truth longer, which is the MO of this administration top to bottom.
That is an absurd cadence. It is extremely expensive to do this reporting; an an enormous amount of useless activity is slaved to providing it in companies that need to. This is literally a call for more bureaucracy theater.
The obvious net effect is that companies would structure themselves to no longer have the reporting requirement, as the cost of reporting exceeds the benefits. That would not benefit society at large.
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You don't have all the relevant invoices etc at on time. Some of that takes quite awhile. Especially inter country purchases and sale transaction information.
This sounds great on paper till you realize the amount of time and effort that goes into coordinating so many humans is significant. Also quarterly reporting and TLS certs are worlds apart. There are things like SOX compliance in public companies. It is a mandatory requirement that necessitates so much ceremony surrounding how information is captured and decisions signed off. Then for the execs themselves, it is at least a week of effort easy leading up to the quarterly result call. Prepping for the investor deck, QnAs, being open to more frequent regulator scrutiny. Doing this every month would have diminishing returns for everyone involved.
Source: worked at public companies, helped executives prepare for said calls.
I think it shifts the skillset of executives a little bit. At publicly traded companies the quarterly shareholder meetings and the preparation that goes into it becomes such an outsized portion of the job that being good at that one thing is highly valued. I don’t think moving quarterly to bi-annually changes that much besides making the CEO and CFOs and some other folks jobs a bit easier.
The problem with reporting often is that the reports must each be audited (which is time-intensive and expensive), and any errors subject the companies to class-action lawsuits (which only ever benefit the lawyers, but that is a separate matter).
I would also prefer more frequent reports, but only if they were less burdensome and risky.
The reports don't have to each be audited... reduce the auditing to twice a year, increase reporting to monthly... if your report requires remediation, you her bumped to quarterly audits
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Longer periods between audited (aka "accurate") results will lead to compounding errors. Fewer people at the company will have a clear idea of how the company is doing. Audits are like CI for finances.
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In the us, quarterly financials are not audited, only annual financials
Perhaps the auditing needs to be done on the workflow process and once the automated code is in place there needs to be a traceable chain of modifications to it that need to be justified.
The "audit" certifies a certain hash of a repo that produces known-good results, and if you use a different commit in that repo you have explain in an SEC filing why you modified things.
Basically reproducible builds for financial results:
* https://en.wikipedia.org/wiki/Reproducible_builds
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You could report every month and audit every 6 months
I'm generally with the report often camp. It forces automation all the way down even the auditing.
Wouldn't the auditing be proportionally easier with less data in each report?
The reason for strong auditing and personal attestation is because left to their own devices, some companies will produce bullshit and hoodwink investors. Blame Enron.
https://www.britannica.com/topic/Sarbanes-Oxley-Act
Like the building and electrical code, these regulations were written in blood.
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TLS certs are a single certificate. Corporate reporting is an aggregate of different types of numbers in disparate systems summed up through divisions that might as well be different companies.
Although… if there was a software engineering union, swinging a mandate for live public financial reporting is the type of non productive work that would keep everyone in a job.
Reporting is onerous as fuck. You end up with entire bureaucracies dedicated to the theater of reporting. The tighter the turnaround the dicier it becomes because certainty that anything you are reporting is true decreases, which increases liability.
This is one of those ideas that sounds amazing to people have never operated a real business with reporting requirements. In practice it turns into a classic case of Goodhart's Law. It drives insane incentives. Reducing reporting intervals would seriously reduce overheads and inefficiency in business.
This is 100% a good change.
> Release early, release often
Release unrequired. This is the purpose of an 8-K. We don’t need every public firm to constantly release quarterly.
These rules arose in 1970. Granting more flexibility, now, makes sense. (Post SOX, earnings require senior management.)
https://www.acquisition.gov/gsam/552.216-75
I get where you're coming from but this is a rough transition for some. Ideally we would hope that more frequent reporting would necessitate development of more seamless systems... but we ain't there yet. There's a lot of flexibility in some systems but they allow that flexibility so that it can be tightened as needed. Be careful.
…huh?
What does any of this have to do with too-soon reports poorly representing positive trends that can’t be tracked in 1-3 month timelines?
What will actually happen is that frauds and poorly run companies will opt for the 6 month schedule while well run ones will keep the 3 month.
To your point that "executives should be tracking performance daily", there's an argument that all that data should be publicly released daily. It would make it nearly impossible to hide mismanagement and actually remove most of the human overhead since it would be impossible to spin bad data on a daily basis.
Releasing data at regular intervals gives people time to review the data, identify mistakes and rectify them. Releasing financial data daily, you are much more likely to release incorrect info and then have to go back and correct it.
For certain types of firms, daily revenue figures are likely to reveal individual deals. Many B2B firms have a modest number of high value deals, a daily data feed might show $0 revenue one day $1.374 million the next, which is more likely a single deal of that size than two or more smaller deals-and that would reveal a lot to competitors-especially if those competitors are in other jurisdictions which haven’t mandated this form of extreme transparency
> Releasing financial data daily, you are much more likely to release incorrect info and then have to go back and correct it.
Why do you need to "go back"? The corrected data would be available the very next day (or month (or week or fortnight) if you don't want to go to that extreme).
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This is not how corporate fraud usually happens. You don't tamper with the quarterly report, especially since it gets audited. You tamper with the input data close to the source. For example, you record revenue that hasn't happened yet or you delay the recording of losses.
IMO, it would be ok if it was not unconditional.
If you have been public for >N years, and have had >X "clean" quarterly reports, no trouble with the SEC, etc, then sure, back off to 6mo (or even yearly, if your shareholders are ok with that).
But if you have an audit problem, violate SEC rules, get any kind of conviction, hell, even an inditement, then back to quarterly until you clean it up.
> If you have been public for >N years, and have had >X "clean" quarterly reports, no trouble with the SEC, etc
...staff changes happen, incentives change due to changes in business performance. Enron was apparently clean public company from 1985 until sometime after Andrew Fastow was hired in 1990.
If high-resolution transparency has any value, it doesn't make sense to do it a few times and then stop.
I have the opposite opinion. More information is always better. Absolutely the reporting requirements are onerous and there already are perverse incentives to chase things quarterly. Reducing reporting requirements is only going to make things worse though. The only solution I can imagine is to instead drop reporting requirements to instant. Make all public companies truly public. Reporting information should to be accessible via a feed 24/7. There can be no more perverse incentives if there’s no hiding. Insane and unlikely? Sure yea. But let’s not pretend that reducing information is going to help anything.
Or even start with monthly. The problem with quarterly reporting is the internal efforts to "game" the quarter. The more aggressive disclosures are, the less of a shell game people can play to "make the report come out right."
Moving it to bi-yearly does the opposite. CEOs can now do the same amount of gaming with half the effort. Or twice the gaming with the same effort.
Should be obvious who this change is for.
Yes, reporting should be a non event. This move will encourage bad behavior imo
And now I know why surgeons spend more time filling out paperwork than treating patients.
Now I know why I have to stand for 15 minutes at the hotel reception desk to check in to my already paid room, while the receptionist is typing away.
Now I know why projects which should take one week to complete instead take 5 years.
> If you have a bad quarter, you’re not penalized as much if the surrounding months are good.
GE used to smooth their earnings to accomplish exactly what you describe here. This was not good for investors, or transparency, or ultimately GE itself[1].
There's ample reason to want more frequent, not less frequent, results from companies.
> the whole corporate machinery that takes 3–6 weeks after quarter end to churn out reports
> internally executives should be tracking performance daily
Executives would also be better served by having more timely access to the same data they will eventually disclose. Why would executives want to drive blind for more of the time?
1 - https://markets.businessinsider.com/news/stocks/warren-buffe...
There's also just a mathematical way to look at volatility here, which is that if you look at (say) the average monthly result as a statistic for the reporting period, longer reporting periods have lower variance than shorter reporting periods.
It's something of a diversification benefit - when you're able to smooth over months, as long as they're not all perfectly correlated (your shock just keeps hitting over and over and you can't stop it) - your results will have lower variance once normalized for elapsed time.
What I can't speak to is whether this is a benefit to economic stability. Say an industry is shifting rapidly in a certain direction. Companies less able to adapt would be less quickly "punished" for that lack of adaptation.
The question is whether that adaptation curve is "a company may need extra time and upfront investment in transformation, but can get back on the curve, so giving them grace helps to stabilize jobs and markets..." vs. "a company that falls off the curve will continue to fall behind, so faster reporting incentivizes companies to innovate and not get into an irrecoverable state that destroys value."
And I think this question varies so widely between situations that it's difficult to standardize. Perhaps economists have looked at this more thoughtfully. Either way, this is an incredibly significant change - how so is a much more difficult question.
I see how it helps you and the company. What about investors who you borrowed money from.
Arguably better for everyone. Too much focus on short-term profits can harm long-term growth.
> Arguably better for everyone. Too much focus on short-term profits can harm long-term growth.
If you think quarterly reporting 'season' is crazy now, wait until it becomes semi-annual and the pressure is really on to hit analyst numbers. It'll be like New Year's Countdown on Results Release Day.
I can't help but think of friends of mine that always complained about their quarterly OKR reports.
Hard disagree. These are public markets we are talking about, which give companies access to financing from mom and pop investors. No one is forcing these companies to be public, they chose to be public because they wanted access to the liquidity provided by public markets. That liquidity is coming from folks retirement savings.
I was following a company that did an ATM offering in January. By June, less than six months later, they had entered Chapter 11. Things can move fast in the business world. A financing deal falling through at the wrong time can be the difference between business as usual and bankruptcy.
This change would largely benefit insiders and deep pocketed investors/funds that can afford bespoke data sources to fill in the gaps. And it feels like just another attempt by Wall street to force mom and pop investors into the role of dumb exit liquidity.
> After hating how each company runs on an internal quarterly cycle
In 25 years of working professionally I've never felt this or heard this even once.
> execs every 13 weeks, maybe they can focus better.
I don't care about the struggles of executives. I'm entirely unconvinced that an additional two weeks a year will afford them enough "focus" to make any appreciable difference.
> that takes 3–6 weeks after quarter end to churn out reports.
We run a sales heavy organization. No one "churns" out reports and hasn't for decades. The biggest struggle is getting engineering to finalize their existing capital project reports. Everything else is automated to such an extent that I can't even fathom this scenario still existing.
this is an incompetent, corrupt change that will be reversed when Trump leaves office in 2029. Companies should likely not change their quarterly reporting since it will only be temporary.