Principles & Culture

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Tony Luong
Bridgewater’s competitive edge is our pioneering workplace culture that relies on truthful and transparent communication to ensure the best ideas win out. We believe meaningful work and meaningful relationships emerge when you assemble high-performing teams and push them to engage in rigorous and thoughtful inquiry.

We champion diversity because it is essential to our ability to think differently. We cultivate inclusion because we believe people do their best work when they can be their genuine selves. By continually examining abilities and performance, we provide all our employees with the development they need to fulfill their potentials as professionals and people.

A Principled Approach

Founder Ray Dalio built Bridgewater using a principled-based approach, applying standard ways to deal with situations that occur over and over. With the goal of creating an idea meritocracy, Ray wrote a set of principles that became the framework for the firm's management philosophy. Chief among them is employing radical truth and radical transparency — encouraging open and honest dialogue and allowing the best thinking to prevail. His principles were captured in a TED Talk and published in a bestselling book in 2017.
In a discussion hosted by Citigroup, CEO David McCormick discusses the liberating effect of operating in an environment where everyone is expected to communicate their honest thoughts and opinions.
Interviewing members of Bridgewater's leadership, author and Wharton professor Adam Grant explores how to take criticism and dish it out.
With 30 years of experience assessing markets with Bridgewater, Bob Prince believes the way to add value is by being an independent thinker. In a Q&A with Business Insider, he explains how candor, transparency, and an idea meritocracy have built a culture where independent thinkers generate excellence.
In an exclusive interview on "60 Minutes" with Bill Whitaker, our founder and co-CIO Ray Dalio discusses the American dream, philanthropy, and life inside Bridgewater.
At most companies, everybody works two jobs: their actual job and the extra job of managing other people’s impressions of them to make themselves look good. In such an environment, people tend to hide their mistakes and those of others out of fear that pointing them out will lead to their own mistakes being exposed.
In an exclusive interview with Bloomberg's Erik Schatzker, Bridgewater's founder Ray Dalio explains how principles — rules for life and business — are the foundation of the hedge fund's success over the past four decades.
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