Buffett se retira, Greg Abel asume la dirección de Berkshire en 100 días: la forma de gestionar el imperio de inversiones está siendo reescrita

Berkshire Hathaway’s new CEO Greg Abel has been in office for a hundred days, demonstrating a management style more assertive than Buffett’s. He has restarted the buyback program, redefined Apple and three other companies as core holdings.

According to The Wall Street Journal, in the short 100 days since Greg Abel took over as Berkshire’s new CEO, this investment empire built over decades by Warren Buffett has already begun to show significant changes. For the market, Abel is not only Buffett’s designated successor but also the person who will determine Berkshire’s capital allocation, subsidiary governance, and investment style over the next ten years.

The 63-year-old Buffett successor, Berkshire CEO Greg Abel

Greg Abel is 63 years old and officially assumed the role of Berkshire CEO in January of this year. Although he repeatedly emphasizes that Berkshire’s core culture, values, insurance business foundation, integrated corporate structure, and the CEO-led stock portfolio model will remain unchanged, The Wall Street Journal straightforwardly states that the reality is: changes have already begun, and they are purposeful and rhythmic.

Abel has promoted deputies who work closely with him, offers salaries higher than those during Buffett’s era but commits to using most of his compensation to buy Berkshire stock, restarted the nearly stagnant buyback plan since 2024, and further expanded Berkshire’s presence in Japan, even acquiring shares of a local insurance company.

Insiders: Abel is more involved in management than Buffett

The most noteworthy aspect of this report is how it depicts the fundamental difference between Greg Abel and Buffett—not in investment philosophy, but in management style. Buffett has long given the impression of delegating authority, intervening minimally, and even tolerating underperforming managers to stay on, mainly to avoid unpleasant personnel issues. Abel, on the other hand, is not like that.

Sources familiar with Berkshire’s internal operations say Abel is more “hands-on” than Buffett—more involved in business details, more proactive in oversight, and with higher expectations for subsidiaries, holdings, and senior executives. If someone cannot meet his standards, he is less tolerant than Buffett and may even dismiss them if necessary.

This also makes Abel a more typical modern corporate manager, rather than just an extension of the legendary investor. His background explains this style: born in the Canadian prairie, with a pragmatic, straightforward North American Midwest personality. He has long managed Berkshire’s non-insurance businesses, especially with Berkshire Hathaway Energy, and has been honed through large industrial and utility systems.

He is not just someone who looks at capital markets but understands how to manage railroads, energy, utilities, industry, and large dispersed corporate groups. Therefore, when he took over Berkshire, the external view was not of a philosophical continuation but of someone familiar with operations, performance management, and organizational accountability, actively taking the reins of this giant enterprise.

Abel has shown a more assertive stance than Buffett

The report notes that during the transition period before officially taking over, Abel already signaled a change in atmosphere internally. In December last year, at an employee luncheon, someone directly asked whether he would move Berkshire’s headquarters out of Omaha. Such a question would have been almost unthinkable in Buffett’s era, but it reflects not a real plan to relocate but an awareness that a “new era” is coming. Abel responded on the spot that he would not move, but the question itself was enough to indicate internal expectations for changes after succession.

In terms of working style, Greg Abel also demonstrates a high level of involvement. Although Berkshire’s headquarters is in Omaha, Abel currently lives in Des Moines, Iowa, with no immediate plans to move to Omaha—at least until his son graduates high school. This means he often makes multiple weekly trips between the two locations, with a two-hour one-way drive.

More importantly, he spends much of his time flying on Berkshire’s NetJets-managed aircraft, visiting subsidiaries across the country. This highly mobile, frequent inspection approach is typical of a strong operational leader.

Greg Abel redefines Berkshire’s core holdings

From an investment perspective, Abel’s first significant signal is that he is beginning to redefine Berkshire’s “core” and “non-core” investment portfolio. In his first shareholder letter on February 28, he explicitly named Apple, American Express, Coca-Cola, and Moody’s as core holdings.

This statement is crucial because it not only reaffirms Berkshire’s preference for concentrated holdings but also signals to the market: under Abel’s era, Berkshire’s stock investments will remain concentrated, but not all large holdings will be regarded equally. The report even points out that Bank of America and Chevron are not considered on the same level as the four mentioned core positions.

In Abel’s era, Berkshire’s investment decisions may become more “focused”

At the same time, Abel has begun reorganizing the investment structure left over from the transition period. The report states that Todd Combs’ managed stock positions have been liquidated. Combs, one of Buffett’s two investment managers, recently moved to JPMorgan Chase. More intriguingly, the report suggests Abel is unlikely to hire new investment managers to assist with managing the entire portfolio.

What does this imply? It suggests that future stock investment authority at Berkshire may be even more centralized in the CEO’s hands than during Buffett’s later years. For the market, this means decision-making efficiency is likely to improve, and Abel’s personal judgment will more directly influence Berkshire’s holdings.

But what will truly define Abel’s historical position is not whether he adjusts holdings but how he uses Berkshire’s record-breaking cash reserves. The report states Berkshire currently holds $373.1 billion in cash. For any successor, this is both an opportunity and a pressure.

Long-term shareholders may not care whether Abel continues Buffett’s style; they are more concerned with whether he is willing to be more aggressive during the next deep recession than Buffett was in his later years. Long-term Berkshire investors like Chris Bloomstran openly say that their real expectation for Abel is that he will have the courage to deploy $300 billion into the market and be more active than Buffett in his later years.

This is the key point for Abel. Because Berkshire is not an ordinary company; it is one of the few global capital allocation machines that simultaneously holds insurance float, vast cash reserves, complete industrial assets, and enjoys high market trust. Buffett’s core ability was not just stock picking but making large, low-cost capital decisions during market panics to generate high returns. Whether Abel can inherit this ability will determine if he is merely “a manager after Buffett” or “a capital allocator after Buffett.”

Additionally, Abel has spent much of the past year focusing on one of Berkshire’s most important foundations: the insurance business. The report notes he is prioritizing learning Berkshire’s extensive insurance system and has been closely interacting with Ajit Jain, who has long managed the insurance operations. Jain is expected to continue leading the insurance division, but Berkshire has also planned a succession for him. This indicates Abel is not only focused on his familiar energy and industrial sectors but is consciously filling gaps in his understanding of Berkshire’s core engine—the insurance business.

Abel’s test: the next recession is just the beginning

From a personal image perspective, Abel somewhat continues Buffett’s Midwestern affability. The report mentions he loves hockey, still coaches his son’s team, and during the Olympics, he supported both the Canadian men’s team and the U.S. women’s team to avoid taking sides. These details make him seem pragmatic, approachable, and life-oriented, aligning well with Berkshire’s long-standing plain culture.

But don’t be fooled by this gentle surface. The Wall Street Journal’s true portrayal is of a successor who does not shy away from conflict. Sources familiar with Abel say he believes in autonomy and decentralization but also respects Berkshire’s traditional de-centralized model. However, this does not mean he will tolerate underperformers dragging down the organization.

Simply put, Abel does not intend to replicate Buffett and Munger’s past tolerance for underperforming subsidiaries. If some businesses underperform long-term, they may be scrutinized, restructured, or even sold—something that was rarely done in Berkshire’s history.

This is especially noteworthy because Berkshire has rarely sold entire subsidiaries. The most notable cases were the 2020 sale of the newspaper business and the earlier closure of the textile division in 1985. In Buffett’s era, most acquired companies were held permanently. But under Abel’s leadership, this unwritten rule may no longer fully apply.

If performance fails to meet the new leader’s standards, Berkshire’s future disposition of subsidiaries may be more flexible and disciplined than the market is used to. Abel is not aiming to overthrow Buffett but to transform Berkshire from an “exceptional enterprise led by a genius founder” into a modern holding company that maintains its spirit but enhances execution and accountability.

He retains Berkshire’s most important genes: culture, insurance, concentrated investing, long-term holding, and capital discipline; but he is also adding his own mark: deeper operational involvement, greater focus on performance, willingness to address underperformers, and a higher likelihood of bold capital deployment at critical moments.

For investors, Abel’s true test has yet to come. It may only arrive during the next recession, liquidity crisis, or major acquisition opportunity, when the market will see whether this new leader can make the kind of decisive, history-changing decisions Buffett is known for. But at least in these first 100 days, Berkshire’s new era has begun, and this successor does not seem content with merely maintaining the status quo.

• This article is reprinted with permission from: 《Chain News》
• Original title: 《Greg Abel’s 100 Days as Berkshire CEO: Buffett’s Successor Is Reshaping the Investment Empire’s Management Style》
• Original author: Neo