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Tony Hall, who joined the BBC in 1973, worked there for 28 years, heading the News Section from 1996 to 2001, was selected to head the BBC. His selection comes after the recent ethics problems at the BBC. The BBC is a major British institution with a 90 year history of providing news on world affairs. It reaches an estimated 240 million people worldwide. His selection was well received in Britain, with the host of the TV show Question Time saying hearing the announcement felt similiar to what it would have sounded to men in the Royal Navy when they heard that Winston Churchill was back.

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The Economist warns in this editorial and cover issue that if Germany and the European Union do not act fast the Greek crisis could have a Lehmann like effect on Europe's banking systems, with a sovereign default. This would threaten the weaker economies of Portugal, Spain and Italy. As Simon Johnson has done on the pages of the New York Times, the Economist calls the German government and Chancellor Angela Merkel's handling of this crisis filled with ineptitude. Instead of leading the German people and giving a true account of things she followed public opinion- to see that Greece was punished for its mistakes and to provide a lukewarm show of support. A true account would have shown how Germay has gained from the euro, the huge portion of Greek debt that German banks hold, and the losses that the government would have to step in and avert in its banking system if Greece defaulted. Waiting till after a big regional election in Germany on May 9, was to show a lack of grasp of how such a crisis could explode if Greece in the meantime was shut out of capital markets (yield on Greek bonds shot up to 20%). Helping Greece was more in Germany's interest than an act of charity that public opinion in Germany seems to think it is. Other mistakes the Economist cites are- the idea that going to the IMF would be humiliating thus not bringing in the IMF actively much earlier. In the view of these experts it is the ineptitude that led to the loss of confidence in financial markets that now necessitates a much larger aid package for Greece, from $60 billon to $150 billion. The other is to have a slow decision making machinery in the Eurozone and knowing this not to have taken more aggressive action. Suggestions from the Economist as an adhoc measure- set up a single crisis management committee to make quick decisions. Set up a firewall between Greece and the other states like Spain and Italy so that contagion does not spread, with these countries also being shut out of financial markets at some future date if the situation deteriorates. The other is that the European governments should setup inter-governmental liquidity lines, and the European Central Bank act using the new arrangements....

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India has learned lessons from past health epidemics- the plague Gujarat 1994, avian flu H5N1 in 2005-2006 Maharashtra, Madhya Pradesh, swine flu H1N1 Pune, and more recently MERS. The Indian Express looks at past epidemics, how they were tackled and what India learned from them. Major improvements in sanitation and hygiene since then and advances in medicine, public health.  Experience was gained. The municipal commissioner of Thane near Mumbai was district collector of Jalgaon during the avian flu epidemic. He used quarantine to restrict transmission of infected material. He shifted bus stands, closed weekly markets, and had health workers check symptoms in a 3 kilometre radius area. His message for today- have a contingency plan, track, test and treat people, stay focused, not panic, and know exactly what has to be done. Moving migrant crisis today was also seen in Surat, 1994, with the plague epidemic when migrant workers left the city. The government had to use paramilitary units in 1994 to quarantine the entire area. During these earlier epidemics the Indian Council of Medical Research and other medical organizations played a significant role. One of the lessons learned from the H1N1 epidemic that originated in Mexico was the need for effective surveillance and real time reporting so that the pathogen can be recognized in real time and tests done at labs to determine what it is, followed by effective response through isolation of region and patients. Dr. Pradeep Awate, Maharashtra's surveillance officer, says robust surveillance systems are important to understand the magnitude of the problem and strategically place resources. The strategies put in place for the Nipah virus in Kerala state by its Health Department in 2019 are the same ones now being used for cornonavirus - contact tracing and management of persons under quarantine. ...

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The head of Apple's mobile software, Mr Forstall refused to sign a letter apologizing for the company's shortcomings with its mapping service on the new iPhone. He was asked to resign.

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Lenovo's efforts to increase sales in India and Brazil. Lenovo is the largest PC company in India with 15.8% market share in the first quarter of 2012. It has only 3.6% market share in Brazil and is planning to increase its market share in the Brazilian market. Its market share in China is 30%. Slowing sales in China is increasing the focus on growth in Latin America. Lenovo's head of Asia-Pacific and Latin America, Milko van Duijl says Lenovo will have to build a manufacturing presence in Brazil to be successful there. Lenovo is now the second largest in PC sales worldwide after H-P.

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 Donald trumps economic plan would worsen the country's economy through extravagant borrowing and lower economic growth in the long run. Because it lowers taxes by 15 percent without any paired cuts Trump's plan would worsen the deficit, so that large debt would hurt the economy in the long run. Clinton's plan would increase taxes by 4  percent largely on high incomes so as not to hurt consumer spending, with paired spending to help lower income households. Because Trump's tax cuts benefits go disproportionately to higher incomes the benefits in terms of consumer spending are slight or insignificant. In the current state of weak income gains of the last ten years it would take some time for the middle and working class to recover. Clinton's plan carefully nudges that recovery forward without aggravating the debt, so that as incomes and net worth recovers across broad parts of the population, the U.S. is poised to go forward with strong growth as in the postwar years. Trump's plan frontloads tax benefits to higher incomes at the expense of worsening debt and enlarging future debt. In the process it worsens income disparities already aggravated by the 2008 financial crisis. Reducing the chances of a broad based recovery for all parts of the population, necessary for a strong recovery.                       ...

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Adam Bryant's exceptional piece that provides the essence of the Qualcomm Way. Qualcomm CEO Steven Mollenkompf, describes the high tolerance for uncertainty in which the company and its managers operate. It is better, says Mollenkompf, to take risks when throwing the ball than when holding it, a piece of advice from his father using a basketball analogy. This mean approaching the fire as he puts it, when opportunities arise but less is known about the details and a high degree of uncertainty prevails. Here he describes how he hires and how he evaluates employees giving them a lot of room to learn, as basically mistakes can be corrected in his experience. It is a culture that encourages and makes sure the A's and B's have what is needed to influence things, not to spend energy on bringing a C to a B level. For this to happen rewards are given for the right kind of behaviours, and there is no tolerance for negative behaviours (jerks for example)- smart people have to get along with other smart people and that is important to get the company moving in the right direction. In evaluating he looks at contributions made over a longer period, doing the right things so that the organization takes opportunities and succeeds 5 years from today. Qualcomm's ability to grow in a rapidly changing tech environment and seize opportunities as they arise, may be attributed to this style of management....

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Mexican billionaire Carlos Slim will provide $250 million to New York Times in return for warrants that can be converted into 15.9 million common shares at a strike price of $6.36, close to where the price was last week. The notes carry a interest rate of 14% and are due in 2015. The Sulzbergers control 19% of the company's equity and control the company through super-voting shares. If Slim exercizes the warrants he would control 18% of the company's equity. Times faces a liquidity crisis and the $250 million may not be enough for it to survive as an independent company. The New York Times borrowed heavily in the boom years and it had $1.1 billion of debt at the end of September 2008, and only $46 million in cash. Much of that debt is coming due in the next couple of years. It has a $400 million credit facility that expires in May 2009, $250 million in notes due in 2010, and a $400 million credit facility expiring in 2011. Its stock has fallen 50% already and its debt is rated "junk" by S&P....

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How their strains in the the the Toyota manufacturing system and how Toyota's quality is not what it once was. Its image as a environment conscious company is also suffereing with its attempt to stall new fuel economy legislation in Congress like th Big Three American companies. And new hybrid engines are being introduced in joint development between Mercedes, BMW and GM so the novelty of Toyota hybrid may just wear out. And competitors from Germany and the US are now working harder to reduce Toyota's advantage by producing quality cars. As styling design and creative innovation has not been Toyota's strong point the Americans and the Germans have an opportunity to come up with something new. Even the incentives Toyota has to offer to sell its cars have now come up to what the Gm, Ford and Chrysler had to offer. According to CNW Marketing Research Toyota's dealer incentives have almost tripled in the last 3 years to an average of $3752 per vehicle. This is not a good sign. And we may have reached a point where the difference in quality between the GM Malibu and the Honda Accord from the Toyota Camry may really not be that much. No surprise that this is shaking up Toyota. The "Customer First Initiative" in response to quality issues and recalls is to have more power put into the hands of the chief engineer for any product launch to ensure quality problems are addressed early. And the dealers have EN2 (everything matters exponentially to address quality issues at the dealer level. And there aren't enough sensei or teachers of the Toyota Production System to meet the rapid growth of plants and the Global Production Centre was designed to meet this need by training teachers in an accelerated way in Japan. But there is a sense that a lot of the old Toyota magic may be fading just as Toyota reached te peak of its popularity sometime last year or 2005. Not because Toyota hasn't made the effort but because the whole dynamics of the car industry keep changing and Germans and the Americans are also pushing harder nowadays....

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Martin Peers of WSJ says he thinks the $250 million infusion from Carlos Slim may buy too little time for New York Times company, if it does not do more aggressive cost cutting and asset sales. The asset sales are going to be difficult for media business in this environment with declining ad spending. In the first 9 months of 2008 revenue fell 6.5% to $2.18 billion but production, selling general and administrative expenses fell only 1.9% to $1.99 billion, says Peers so its cost base is not shrinking fast enough. And the 14% interest for the Slim investment raises interest costs from $50 million to $74 million a year.

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Mr Leung, the highly unpopular Chief Executive of Hong Kong, and target of protesters demanding his resignation and universal suffrage in 2017 as originally promised, is a reserved man who does not interact much with the public. His secondary scholing was at Kings School in Hong Kong followed by studies at Hong Kong Polytechnic for a higher diploma in building surveying. He then studied valuation and estate management at Bristol Polytechnic in Britain graduating in 1977. He was a surveyor by training and worked in this field to help China open up its property markets in the 1980's. By 30 he was made head of the JLW real estate firm's Hong Kong branch, and in 1993 formed his own firm DTZ Debenham. Throughout his life he has worked for or had close ties to the authorites in Beijing in the property field, and has little political experience. In 1985 he was elected to the Hong Kong Basic Law Consultative Committee, and later became its Secretary General. This was followed by a position in the Chinese government as a member of the National Standing Committee of the Chinese People's Political Consultative Conference till 2012. His first political campaign in 2012 was itself of a limited nature because he only had to win support from members of a 1200 member pro-China, pro-business Executive Council that currently approves nominees and elects the Chief Executive. Albert Ho, one of three candidates in 2012, says Leung was completely insulated from political pressures, political give and take, and uses a "greenhouse" comparison to describe this isolation from the public. His progressive credentials for providing affordable housing involve ideas to open up housing development in territories near Hong Kong appear to be merely election period ideas. The large gaps between rich and poor, or rich and a struggling middle class in Hong Kong- becoming sharply accentuated in China to the point where China is probably one of the most unequal societies similiar to Brazil- are also keenly present in Hong Kong. How much part this plays in the protests is not clear in media reports, though the "Occupy Central" name for one of the protest groups suggests a connection to social issues as well. Protestors may see democratically elected chief executives as more responsive to voter concerns including social, income, housing and other issues, in sharp contrast to more than 1200 well heeled business executives who have prospered greatly in China's boom years. China's national leadership under Jinping and LiKeqiang appeared to sense this income divide as they focussed on extragavant displays of wealth in the transition, but may still have failed to grasp how big that gap has become and how the political processes of rigid control cannot keep up with the times even with the best of intentions. Especially when growth slows and the problems of the boom years such as hyperinflation in property prices and pollution remain unsolved. Bloomberg quietly let the Occupy Wall Sreet protests fizzle out clearing protestors at times, yet voters could peacefully elect Mr. Blasio as Mayor of New York in response, a level to which Beijing's political system has not evolved and to which Hong Kong offers both a challenge and an opportunity. As one protester quoted in the NYT put it- "we are not the enemy, we are the people."...