What Greg Abel will do now that he has officially taken from Warren Buffett to Berkshire Hathaway.

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Nice day. It was certainly the hardest act in corporate America, following Warren Buffett. But now that Greg Abel officially has a calendar to take care of Berkshire Hathaway for the end of the year, the question is: How will he? I pierced Abel for Fortune In January you can read the story in depth here. But three topics came when I examined where Abel could be copied from the buffett game book, and where it will be likely go to your way.

The two leaders love a bargain and abhor the unnecessary risk: Abel shares with buffett a brumous talent for clothing. The future CEO is especially capable of gaining great assets at distressed prices in hard markets. Highlighted examples are the purchases of BHE Natural Gas pipes and giants for a song in the early 2000’s, after buyers were poisoned by deregulation like Enron and Williams Companies paid a lot for them. The difference: Abel made sweating sweating that made businesses better. Buffett did not get much in the operations, relying on his unique point for choosing fissure operators. Like Buffett, Abel is a chop of accounting. From now on, Abel is likely to continue to practice buffett to spread acquisitions and investments in various industries, so that, through the cycle, the winners in the growing markets compensate for delays in sectors that temporarily fall and would never bet on the franchise for the purchase of a single gigantic business.

Wait for Abel to be more manual than buffett: The best commitment is that Abel will impose tougher operational goals on companies, and then help to diplomatically direct their delegated directors to the best route to get there. Jim Weber, former Brooks Cap, revealed that Abel visited the headquarters of the running shoe maker several times a year for strategy sessions. “If you are not acting, you will tell you and have a few months to follow the way,” Weber said during an interview at the annual meeting of 2021. Abel also has a further look at the amount spent on new plants and other CAPEX. Says Adam Mead, who wrote the final book on Berkshire’s financial history, “a couple of CEOs told me that he has imposed a kind of advice on capital spending. Pass the limit and triggers a conversation with Greg.”

Abel can drive more synergies: Berkshire is proud to carry an extremely light and flat corporate structure that minimizes bureaucracy and accelerates decision -making. But maybe the loose has gone too far. Successful conglomerates of Danah At Honeywell to achieve efficiency by combining the purchase power of several companies to buy raw materials and components at the best prices. Today, Berkshire makes synergies, and are large, but mainly financial. The headquarters can lend to the houses of Clayton and other substances in much lower rates than those paid to banks or bond holders, for example. But, apparently, Berkshire recently or nothing in the line of encouraging their SUs to buy steel or semiconductors in concert or geico insurance sold. At the annual meeting, Abel cited that Geico is going through a “technological transformation” and that other Berkshire companies could learn from their experience and maybe take similar improvements. Berkshire must “find out how to benefit from previous improvements,” he concluded.

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Contact CEO daily through Diane Brady at Diane.brady@fortune.com

This story originally presented to Fortune.com