Venture Capital & Investing

Overestimating Two Years, Underestimating Ten: The Time Horizon of Company Value

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Robin’s commentary

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Collected in Robin Shen’s Field Notes · Content type and attribution are shown above

English translation of the Chinese post originally published 2026-01-30. Translated 2026-11-05 with AI assistance. Historical figures and claims have not been updated or independently verified. 中文原文

Reading guide

Robin applies Bill Gates’s observation—“we always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next 10”—to company value. A company may overestimate its present value yet underestimate what it can become over a decade. Hypothetical reflections on ASPEED’s 2013 listing and Kaori’s 2006 listing support the conclusion: face today’s valuation rationally, do not pull future value forward, and build value step by step.

Key points

  • Gates said we overestimate change over two years and underestimate change over ten.
  • Robin analogically applies that observation to present and long-term company value.
  • ASPEED’s 2013 listing at NT$110 and Kaori’s 2006 listing illustrate the hypothetical reflection.
  • Face today’s valuation rationally and do not pull future value forward.
Trees at different stages of growth with connected roots on cream paper, suggesting patient cultivation and lasting value.
Venture capital & investmentThematic illustration · AI generated

Full text — English translation

Microsoft founder Bill Gates: “We always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next 10.” The analogy applies elsewhere. A company often overestimates its present value but underestimates its value ten years later. Suppose that in 2013 you had asked ASPEED chairman Lin whether the share price might reach 1,000. He would probably have considered it distant, while perhaps feeling that the 110 offering price undervalued the company. Similarly, suppose that in 2006 you had asked Kaori chairman Han about that year’s offering price. After more than thirty years building the company, he might have felt that the per-share valuation at listing was unfair. Yet if you had then asked whether Kaori could exceed 50 or 100, he might also have struggled to imagine how the business at that time could support a triple-digit share price. The lesson is to face today’s valuation rationally and avoid pulling too much future value into the present. Take each immediate step carefully. Company value will continue to grow as the business develops—and may eventually reach levels that are difficult to imagine.

These articles are personal notes, book excerpts, and collected reprints. Figures and events reflect the time of the original publication, are not current information, and do not constitute investment advice.

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