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Defense Secretary Gates does not see Russia as the threat it was in the Cold War, first because Russia's conventional forces are a "shadow" of what they were during the Cold War, and Russia has adverse demographic trends that will diminish Russia's ability in conventional forces. He sees the Georgian war in the context of Russia's seeking to exorcize, as he puts it, past humiliations. And Gates sees opportunities in the relationship with Russia. Such things as Russia's willingness to work with the US on Afghanistan. Evidence of this is Russia supporting the renwal of the UN resolution on Afghanistan. Another indication is that Russia he says is very worried about the drugs coming out of Afghanistan, and has been supportive to provide alternative routes for Europeans to get equipment and supplies into Afghanistan. These views come across in an interview on December 17, with Charlie Rose, a five time elected Congressman, for the PBS Charlie Rose show. They are also reflected in an article in Foreign Affairs journal's current issue. Gates was a CIA analyst and has some insightful observations. Gates told Charlie Rose that he does not see the Islamic radicals and violent Islamic extremists as a threat in the same way as the threat in the Cold War years. This threat is not as big as the threat to freedom during the Cold War. He says the failure in strategic communications was huge as agencies of the US government engaged in activities in other countries, like the Agency for International Development and the US Information Agency, were neglected starting in the in the 1990's. Communications in other countries of what the US represented and stands for was left to the Pentagon, a role the Pentagon was ill-suited for. He sees the Islamic terrorism as more of an ideological conflict. Speaking at a town hall meeting at the Balad Air Force base in Iraq, in December, Gates pointed to these communications failures as a real challenge for the new administration. But he now sees a huge opportunity in this past failure, and ways of addressing it creatively, in addition to commiting resources and people to this effort. Walter Pincus wrote this article, and its part of the fineprint analysis effort at the Washington Post in which speeches, reports, and other documents are examined by people like Pincus, to catch the really important things, uncovering the fine print that really makes the headlines. Another aspect of this fineprint effort is that there are a huge number of reports, and speeches and documents that had a tone reminiscent of the Cold War during the Georgia war and yet they do not correctly reflect the real situation about Russia, as Gates sees it from his analysis of what is actually happening. Gates has used Foreign Affairs, the Dec 17 Charlie Rose Show on PBS in which he was interviewed, and the speech at the Balad Air Force base in Iraq, to communicate his views and analysis. They are important to underline and emphasize precisely because they show that all that cold war hysteria reporting and speeches may be misleading and lead to improper conclusions and mistakes in policy, wasted effort, wasted resources, and lost lives. And just as the US strategic communications was starved of resources and effort, so also this necessary work to retrieve and give emphasis to the important things is neglected. One additional link to this is the speech, discussion, and QA session in Washington DC at the time of the G20 summit in which President Medvedev and the new administration's elder statesman and diplomat Marilyn Albright, former secretary of state, expressed their hopes and plans for a new era in Russian-American relations. ...

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The Obama administration's $38.6 billon loan program using Stimulus funds was intended to create 65,000 jobs. Two years into this program, with half the money disbursed, the program has created a mere 3,545 new permanent jobs according to Energy Department figures. The Energy Department claims its $5.9 billion loan guarantees to Ford Motor Company to produce energy efficient vehicles by upgrading plants in 5 states saved 33,000 jobs. Brookings Institution analyst, Mark Muro, says the administration appears to be counting all the workers at these plants and not the jobs saved. 33,000 is close to half the Ford hourly and salaried U.S. employees. Harvard Business School professor, Josh Lerner, says there is a tendency to do a lot of fuzzy math in these figures. Muro points to the need to set large expectations for short term political calculations. The Energy Department's own figures show 20 "green tech"companies won loans so far under this project by negotiating with the Energy Department. If these companies hire the people they agreed to they would hire 8,050 new permanent workers. Only 10 of these companies have created or saved jobs so far. Of the other 10 some won loan approval only recently. The whole process is time consuming. Even if the Energy Department were to create the 60,000 jobs under the revised estimate, each job saved or created would come at a cost of 640,000 dollars in loan guarantees. Using the figure of $19.3 billion disbursed 2 years into this program (half of the $38.6 billion) and 8,050 jobs created, would give a cost of $2.4 million in loan guarantees for each job created- an astoundingly high figure. Other factors to consider are the additional jobs created downstream by suppliers to these companies as the administration states, and the cost of loans if as in the case of Solyndra a company goes bankrupt. Solyndra received a loan of over $500 million and represents 3% of loan guarantees. The administration and Congress assumed a failure rate of 5-10% for this program. ...

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About 14.5% of U.S. households went through some form of food insecurity in 2013, according to the U.S. Department of Agriculture.The problem is acute on some campuses. In the 10 campus system of the University of California about 40% of the student undergraduates now come from households with yearly income of less than $50,000. Many students with full tution aid come from a low income household, and have to reduce meals or use a food pantry. About 183 schools are now part of the College and University Food Bank Alliance.

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Nelson Schwartz of the NYT looks at the town of Neenah, Wisconsin, a year after the election in Wisconsin, Michigan, Pennsylvania with 80,000 votes swinging the other way from blue to red handing the election to Mr. Trump. The pressures are still there with cheaper imports, paper mills about to close, and workers still struggling to keep the same lifestyle as their parents. Even with low unemployment of about 3% in Wisconsin, with the slow increase in wages and corporate pressures for profits, trade wars, the sense is that the problems of the American middle class are still just as deep.

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The in-house manufacturing approach has benefitted Lenovo. This was especially evident during the flooding in Thailand when PC manufacturers were faced with a shortage of hard drives. Because Lenovo assembles its own computers unlike competitors Dell and H-P, it was able to move quickly to focus on products for which hard drives were available and emphasize high profit margin products. The additional flexibility and speed helped Lenovo increase market share from 13.7% to above 14% in the 4th quarter of 2011, and ship 13 million computers. H-P experienced a market share decline to 16% in the 4th quarter 2012 from 18% the prior quarter. Profit for Lenovo after several years of losses was $473 million for the fiscal year ending March 31, 2012. Lenovo co-founder Liu Chuanzhi and Mr Yang took control in 2009 and refocussed the company on China and emerging markets leading to increasing sales. Mr. Yang has been with the company since 1988, when it was not called Lenovo. He became CEO in 2001 and recently he has taken the post of CEO and chairman. Yang's four year plan in 2009 was focussed on increasing its network of resellers in China to the point that even in rural areas customers could reach a Lenovo store with customer service. At meetings in 2009 the decision was taken to increase in-house manufacturing to 50% from 30%. Lenovo hoped to gain an advantage with its own manufacturing capabilities in working closely with suppliers to come up with differentiation in key components such as display screens, battery and storage, and improve existing products for a market edge. Lenovo is also promoting its brand with increased advertising to promote customer acceptance of the brand....

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Vikram Pandit's style at Citigroup after 4 months, thoughful, asking lots of questions, fixing the little things that actually matter a lot, like the unwillingness of some heads of divisions to sit together in the same room, some hiring decisions and new lines of reporting and responsibiity and interaction in the organization structure that call for teamwork, discussion and collaboration. The oldtimers like Krawcheck used to clear lines of reporting are now getting used to the new culture of collaborative working. His style is first to come to grips with issues and not to come to snap decisions based on intuition, such as interviewing at length and asking tough questions at length to Ajay Banga, head of Citi's international group about the extensive defaults in Citi's consumer loan business in Japan. One of his views is that only if you get the foundation right can you talk about vision. Regarding pettiness in management and small grudges, its either going to be a partnership or you're not going to be here. some of his colleagues like James Forense say that they would take substance over form, judgement over form, any day of the week. And while he does not shy away from details like expecting lower level employees to pay for sporting event tickets Citigroup earlier gave out free, and he himself rides the subway sometimes, he has made some of the bigger decisions. Among these, getting capital from outside sources by travelling extensively abroad, urging Citigroup's board to slash the dividend for the first time in 20 years, selling off 2 peripheral units that did not belong and a third Primerica on sale also. And urged by his mentor former Treasury secretary Rubin who also used a note pad and a thinking thoughtful style like Pandit's at Treasury during the Asian banking crisis and the Mexican financial crisis, Pandit has been direct and realistic. He tells Wall Street that the fate of Citigroup is going to be decided to some extent by the duration of the environment we are going through, the twin perils of the debt-market crisis and the sluggish US economy. And that for now issues like these are going to overwhelm our actions. Pandit's father was a senior executive of one of India's leading pharmaceutical companies when the family moved to New York, so he has grown up around business, and is able to ask the question quite sincerely and matter of factly of his managers at the beginning of every meeting. "What are you doing with the shareholder's money?" After which come the torrent of well thought out questions, probing deeper each time, especiually where issues are festering for a long time, and remain unresolved. ...

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This editorial from the Editorial Board of the WSJ calls on president Trump and the Trump family to adopt an attitude of radical transparency. It points out that a major reason Hillary Clinton lost the election in 2016 was because of the failure to establish a needed level of trust with the American people. It goes over the history of the Clinton administration and finds a failure to reveal all the facts early on that led to a long grueling search for these facts by the media and prosecutors. It says president Trump should learn from this lesson. The meetings of Trump Jr. with a Russian official are cited  as an example of a very badly handled situation with the slow and continuous unraveling of the story in the media because of this lack of transparency. This editorial makes a strong call for a complete U turn of how the Trump administration has handled this type of story. It says the Republican party may not stand with Trump if popularity ratings currently at 36% drop lower and the party sees a danger of losing the House of Representatives in the next election. If this happens a Democratic Party with the House could investigate the matters involved, and a strategy of transparency now is the best strategy, says WSJ. This includes not calling everything to the contrary, leaks and other stories critical of the Trump handling of events as "fake news." It says president Trump is wrong to think that his larger than life personality and social media followers is sufficient to insulate him from all this, to make him in the words of the Journal bigger than the Presidency itself. Realities are realities, it says and its a tough world of Washington politics in which the president finds himself in, which offers little respite, and has humbled many presidents.   ...

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The FDIC acknowledges that it has not been able to get banks interested in a pilot program called the Legacy Loans Program. That program was designed to give the banks an opportunity to sell off $1 billion of troubled mortgages. Since November with the efforts of the Troubled Asset Program under Secretary Paulson to have the banks sell off these assets in an auction or some other way, the whole issue of getting the toxic or troubled assets off the books of the banks has been effectively shelved. The Obama administration's version of this was the Geithner Public Private Partnership program, but this like Paulson's TARP never really got off the ground. Instead several things have happened that have enabled banks to show higher profits and improve stock prices. The period from March 2009 to June 2009, a period of several months has seen bank stock prices recover and banks are now able to raise capital on their own from investors. The government's "stress tests" gave the banks credibility with investors and they were designed not to be so stringent as to affect confidence. The mark to market rule has also been relaxed so that banks are no longer required to show these toxic assets at prices that reflect large losses. Bank executives also are wary of the new executive compensation rules of the government. All of these things have combined to create asituation where some confidence has been restored, but at the same time experts are pointing out that the underlying problems of an estimated $1 trillion in troubled assets remains. Banks are even less likely to want to part with these assets at lower prices now that some semblence of confidence is returning, as they would then have to show large losses. What this implies is that if the economy suffered a setback, these problems would return and be just as intractable as ever....

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WSJ's reporters Meichtry, L, Pokharel, and Soon look at the extraordinary rise of Gautam Adani through his efforts to develop reclaimed land at Mundra port in the state of Gujarat. Adani who started with a small family owned plastics maker in Ahmedabad developed Mundra port around 2001 with the help of the Modi administration. Modi saw the electricity shortages in Gujarat as an opportunity to tackle India's chronic electricity shortages. Adani's early development of a deep water port at Mundra offered both Modi and Adani the opportunity to tackle the electricity shortages by bringing coal in large ships to Mundra in the way that China was already doing by 2005 in its own efforts at industrialization. So deeply immersed was India under the Congress Raj of licenses and closed economy that India's established business failed to see what China was doing to break into the ranks of industrialized nations. India's first prime minister Nehru had build a command economy where not much happened without government licenses and approval often riddled unwittingly with corruption. Modi needed someone outside the established companies operating under the Congress Raj command economy and with a vision of an India with abundant electricity to take the risks Chinese companies were taking to build an entirely new economy. By 2005 Guangzhou was importing coal with large ships from Indonesia and Australia. State owned companies moved slowly and would take years to develop the port capacity. Using China's example Modi pushed ahead with Adani on a rapid time delivery making Mundra a Special economic Zone and helping to connect Indian Railways to the port of Mundra for coal deliveries. Adani Enterprises built the thermal power plants near Mundra and build electricity transmission lines on a rapid mission mode giving Gujarat abundant electricity supplies and giving Gujarat state in northwestern India a great leap forward in the way China was already doing right in front of everyone's eyes by 2005 with world class ports built at Guangzhou, Shanghai, Shenzen, Hong Kong and logistics connections set with the help of Maersk.  Maersk is now doing the same for modern logistics in India in collaboration with the Modi administration.  Modi and the younger generation of aspirational youth in India see a New India that can break into the ranks of the largest industrialized nations with world class infrastructure in the way China has done, and use new technologies with innovation that will speed up the process in a way that the world has never seen. A quick look at Mundra Port in Wikipedia shows the timeline, It starts in 1998 when Adani Port Ltd was setup and Mundra port work began, 2002 the port integrated with Indian Railways, 2003 when it was made a Special Economic Zone by the Modi government in Gujarat, 2007 when IPO of 40 million shares at price band of around Rs 400 was done.  The Biden administration and the Trump administration support India's efforts to build a new modern economy with a rapid shift to renewable energy. As India is building the ports and logistics with the help of Maersk and other companies in the European Union, president Biden is working with prime minister Modi to build a new supply chain that removes the overconcentration of manufacturing and supply chain logistics in China. This means new ports with the latest technologies in India to handle shipment to the US and the EU. Jake Sullivan set out the goals for president Biden to accomplish this task in meetings with his Indian counterpart Ajit Doval this week on iCERT. President Biden and Republicans, Germany and the EU, see India as a critical part of the Initiative on Critical and Emerging Technologies, and the new supply chain. For the Adani Group the IPO pause offers an opportunity to do what Nirmala Sitharman has done in the Indian Budget this week- build a stable growth path ahead for the long term in line with India's Amrit Kal the next 25 years to centenary of freedom in 2047. Nirmala Sitharaman set a goal of rapid capital spending and investment increasing capital spending in 2023 by 33% in 2023 over 2022, yet maintaining a stable fiscal path by keeping the deficit below 6%. ...

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Banks in the UK are considering giving investment bankers allowances to make up for lower bonuses mandated by new EU rules. This is one of the mechanisms banks are considering to be able to pay competitively. EU rules do not limit total compensation making it possible to shift pay given earlier as bonuses to the new 'allowance' category. For instance a 1.8 million euro bonus might be dropped to 1 million euros and 800,000 euros given as an allowance. Such an arrangement means banks can adjust the allowance as markets and regulations change. Increasing fixed salary would mean effects such as higher pension costs. Most of the 35,000 higher level banking employees to which the EU rules apply work in London, England. The UK Prudential Regulation Authority has come out against the EU bonus rule and the UK has taken this up in a legal challenge at the European Court of Justice. U.S. and Asian banks are deferring parts of bonuses and paying in a mix of shares and cash.

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Joe Nocera talks to experts like Simon Johnson at MIT. Johnson says that when he talks to other experts, after a two minute discussion, they say we should just nationalize the banks. Here Christopher Whalen, a veteran bank analyst, of Institutional Risk Analyst, and Joshua Rosner of research firm Graham-Fisher, say the same thing, with the phrases, lets get on with it or just do it. Says Simon Johnson, thats what we told emerging market countries, Thailand in 1997, or Russia in 1998, when he worked at the IMF. He says we told them to close down some of the banks, and take over the others, and inject government capital. He adds its the best practices, and its straightforward. So asks Nocera, is Geithner talking about the stress test banks will be subjected to, as first step preceding nationalization, more of a calculated approach to gradually introduce the idea of nationalization. But he isnt sure, as Geithner also told David Brooks of the NYT, that governments were not so good at managing banks. No one knows for sure. But says Nocera thats exactly what the government did to solve the S&L crisis. And the man who was former chairman of the FDIC, and helped run the program for the Resolution Trust Corporation, says the government did a pretty good job of it, taking over banks, replacing top managers and directors, and stripping out the bad assets and selling off the now healthy banks to private buyers. So can it be done again and will it be that hard? Yes, its been done before, and its not that hard say these experts. Every month that the administration and Geithner procrastinate puts the banks in a deeper hole, and will mean more layoffs and a worse crisis, even years taken to recover. What he has'nt mentioned is that even if after some procrastination the government gets around to doing it to clean up the mess, there is one added complication this time that is different than what happened with the S&L crisis or with the Swedish cleanup, or the Japanese cleanup after 2003, this time the global economy is caught up in the crisis which makes recovery that much tougher....

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Having missed the housing bubble how likely is it that the Fed will catch a bubble in the stock market in the future?

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Consumer prices rose 0.4% in June 2013, in early signs that the policies of the Abe administration against deflation are working.

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Britain's David Cameron leads the successful effort to hold down spending in the European Union's next 7 year budget plan, supported by Germany and the Netherlands. The new 2014-2020 EU budget plan holds down government contributions to the budget to 959.99 billion euros. There is a 35 billion decrease from the last budget plan after adjusting for inflation, and less than the 1.03 trillion euros proposed by the European Commission, the EU's executive body. Actual spending is set at 908 billion euros compared to 943 billion euros for 2007-2013. Cuts were made in some areas- direct subsidies to farmers went down to 277 billion euros from 337 billion euros. EU funding to tackle high youth unemployment and build transnational infrastructure increased 37% to 126 billion euros. Funds allocated for investment projects in poorer regions slightly declined to 325 billion euros. Special rebates to the UK and the Netherlands remain- the Netherlands rebate is 1 billion euros. The mood of European leaders was summarized in the words of Britain's prime minister Cameron: "Frankly, the European Union should not be immune from the sorts of pressures that we have to reduce spending, find efficiencies and make sure that we spend money wisely that we are all having to do right across Europe."...

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Joe Nocera says, that its like the Wizard of Oz story, and the curtain being pulled back to reveal that it was the end of quarter games that enabled GE to make earnings estimates, quarter after quarter, for years. Last April is when the curtain gets pulled back because with the Bear Stearns collapse and the crisis in financial markets, these games could not be played anymore. The fact is that after all the talk about how great GE's infrastructure business and other businesses were, GE was making somewhere near half its profit from its financial businesses under GE Capital. And during this period very little was disclosed by GE about the complicated financial machinery of its GE Capital unit and how it generated its profit, everything had to be taken on faith. This does not work anymore, after all the excesses, leverage and errors that have taken place in the financial markets. After repeated denials that it needed to raise new equity, GE raised $15 billion in new equity in late September 2008, including $3 billion from Warren Buffett. Then there was the two thirds dividend cut in early March 2009, after repeated denials, so that GE could conserve cash. Investors want to know more. Is GE Capital marking to market its assets that have fallen in value, now that its clear that these assets are likely to decline further, and stay that way for a very long time. Two analysts at Sterne Agee questioned GE Capital's accounting. Two days after GE cut its dividend, on March 3, 2009, Nicholas Heymann issued a report saying that GE Capital " is now confronting the prospect that a downward trend in fundamental performance, fueled by weakening end markets and magnified by several liquidity constraints, could potentially lead to an extended period of steadily lowered earnings, depleted loss provisions, lower credit ratings, rising borrowing costs." A day later GE stock hit $6. And credit default swaps suggested investors were worried about a default. As investors look for more transparency from GE, its going to clarify whether embedded losses are at $4 billion as GE claims or at $21 to $54 billion as Heymann is saying. GE's CFO Mr. Sherin appeared on CNBC with defense of the company's position, saying the company had $45 billion in cash, and there were no triggers that would have call on the company's cash in the short term. He said GE is trying to rebuild its credibility, and also trying to be clear, open and honest. Sherin promised to do this at a meeting on the week of March 16, 2009, where he would give details on the parts of the portfolio causing the most distress, $20 billion of subprime mortgages in the UK, the loan portfolio in Eastern Europe, and the commercial real estate holdings. And he told Joe Nocera of NYT, that GE had nothing to hide. But no one including Nocera is giving GE the benefit of the doubt, and no one today is taking anything on faith....

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Not only have directors at companies like Washington Mutual, Countrywide Financial and Fannie Mae not taken responsibility for the crisis. They have simply moved on to other boardrooms says Gretchen Morgenson of the NYT. These direcotrs did little when these companies were leveraged and made dubious loans or risky investments. Says Paul Hodgson of the Corporate Library, "these directors have avoided the corporate limelight as far as blame is concerned." Companies like Sunoco, the oil company, Paccar, a truck manufacturer, and Tetra Tech each have directors from these failed companies. Thomas Gerrity, a professor of managemet at Wharton is one of the outside directors at Fannie Mae who is now at Sunoco. Robert Parry, a former president of the Federal reserve bank of San Francisco, was adirector at Countrywide from 2004 to 2008. Parry is on the board at Paccar. Says Frederick Rowe, president of Invesotrs for Director Accountability, a nonprofit shareholder advocacy group, the board member gets $475,000 a year, he plays golf with the CEO, he is apersonal friend, goes to nice places for board meetings, and he is just not going to one word that would jeopardize his position on the board. In the case of GM the board held together in one voice right up to the bankruptcy with a director who was a former CEO of Eastman Kodak and the lead person on the board, insisting that management had done everything right, all the way up to the end. These directors had to be fired once the government took an ownership interest in GM, and before this they survived just about everything, including tens of thousands of jobs lost in Michigan, and the devastation of communities and people around the state. Gretchen points out that the director dysfunction is because its almost impossible to have adirector fired for sleepwalking through the job or simply rubberstamping the maagement's decisions. Shareholders have to launch an expensive proxy fight to oust a director. Currently proposed changes by the SEC to allow those who have at least a stake of 1% in a big company to put up their own nomiees are not effective steps say shareholder advocates. John Gillespie, co-author of "Money for Nothing," a forthcoming book on board failures with David Zweig, says the problem lies in the culture of the boards which determines how directors behave. Solutions he suggests are instituting term limits for directors and separating the positions of board chairman and chief executive....

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Father Hesburgh became president of Notre Dame in 1952, at the age of 35, when Notre Dame was a small university known for football and theological studies. He greatly increased the size of the university, hiring new faculty, increasing the endowment fund from $9 million to $350 million, and changed polcies so that women were admitted in 1972. The endowment fund is now $9 billion. Father Hesburgh played a prominent role in the U.S. and was close to presidents Eisenhower, Kennedy, Reagan, Carter and Clinton. By the time he retired in 1986 after 35 years as president of Notre Dame, he was considered the most effective university president in the country, and the most influential priest in the U.S. He fought for civil rights, for peaceful protest on campus, and brought lay control through a secular board to run Notre Dame. In all these issues he stood up for his progressive views when faced by opposition from the Vatican and the U.S. government. Following the Second Vatican Council of the mid 1960's, Father Hesburgh initiated greater involvement of lay Catholics in the Mass and practices of the Church. At a meeting in Land O'Lakes, Wisconsin, 1967, a group of Catholic educators led by Hesburgh put forward the position that the pursuit of truth should be the ultimate aim of Catholic higher education in the U.S., not religious indoctrination. In this way Father Hesburgh created a new level of credibility and respect for Catholic based education in the U.S. Ironically Father Hesburgh was not a big football fan and refused to pose for a picture of him with a football, insisting that collegiate sports not influence higher education. His passion from his early years was to be a chaplain in the U.S. Navy. In fact he had to be dissuaded from going to the Navy as a chaplain in 1943, to stay on campus at Notre Dame to train naval officers during the war. Hesburgh was born in Syracuse in 1917 to an executive at Pittsburgh Plate Glass Company, and studied at the seminary on Notre Dame campus and in Rome for advanced degrees in philosophy and theology. He died in 2015 at the age of 97, having placed a large imprint on the shape of American higher education in the twentieth century. ...