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The Chinese car market is changing fast, with domestic brands making up a larger share of the local market. In 2000 these domestic brands made up 18% of total sales, whereas in 2010 forecasts show this to be about 32%, with the share increasing in future years. In a rapidly growing market this did not make much difference, but with the market growth moderating to 7-8% in the next ten years from the heady 33% of recent years, the foreign brands such as GM and VW will not see the growth of recent years. J.D. Powers projects passenger vehicle sales in China at 19.2 million by 2017, with Chinese brands taking 45% of the share, in one scenario. Under this scenario foreign brands like GM and VW would see sales growth of only 5% in the next 7 years. The foreign brands are not allowed to own more than 50% of local operations. And their partners are making their own domestic brands. If Japan is a useful example, China's automobile companies will like Nisssan, Toyota, and Honda, proceed to penetrate global markets and become a dominant player in their local market. This has implications for GM, VW and Daimler....

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Article about what should the Fed do by Robert Lucas, Jr, who was given the 1995 Nobel Prize in Economics, and is a Professor at the University of Chicago. He thinks inflation targeting is where the Fed should be, and lender of last resort is a qualification of this role in exceptional times when there is a bank run type phenomena in the market. However he argues caution in the role of lender of last resort so that it does not become automatic based on questionable economic forecasting as this part of economic forecasting can be fuzzy, for example who knows with reasonable certainty that something bad is going to happen. So a good case has to be made for lowering rates and a cautious approach like the one Ben Bernanke took is not at all a bad one. he did lower rates the day prior to this article appearing, by half a point.

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To give time for the fragile banking system to adjust, and for consumers not to feel the impact of a sharp and sudden devaluation, the government of Russia has used up one third of its reserves shoring up the ruble. Now with currency traders and others testing the limits of the new band in which the ruble is trading, a lower limit of 41 rubles against a basket of euros and dollars is eroding. Last week the rate was at a low of 36 rubles to a dollar. Foreign exchange reserves have dropped from a high of $600 billion to $385 billion. See the link to the sudden erosion of sovereign wealth funds around the world including the Gulf countries. Raising rates aggressively and tightening liquidity too much would hurt the economy, so there is a testing game between currency dealers hoping to profit from the ruble's fall and the Russian government and central bank. Memories of the 1998 collapse of the ruble are still fresh in people's minds, and the government wants to prevent anything like that happening. This has almost become a raison de etre of the Putin government, to prevent the poverty and humiliation after the collapse of the economy during that early post-Soviet period. Most of the money that the government is spending to boost the banking system and the economy is flowing into the currency market instead. Says an economist at Alfa Bank in Moscow, all the rubles out there have been converted into dollars....

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Walk in clinics at drug stores like CVS and stores like Walmart now have the cooperation of hospitals. Hospitals are now affiliated with 25 Walmart clinics. THe Cleveland Clinic has lent its name and backup services to a number of CVS clinics in northeastern Ohio. And the Mayo Clinic is operaing ne Express care clinic at asupermarke in Rochester, Minnesota, and asecond one at ashopping mall. This helps clear emergency rooms of people seeking bsic medical care as for astrep throat or flu. About one thousand clincs are operating in the US at drugstores, supermarkets and big stores since the idea took root 4 years ago. Wal-Mart has partnered with hopitals like the Christus Medical Group in Texas, Aurora Health System in Wisconsin and COxHealth in Missouri to setup clinics. Mayo did so after employees and patients said they wanted more convenient treatment for minor medical problems, so there may be a need here that as not been met. The lower costs at these centers compared to primary care doctors offices or emergency rooms make it possible for them to price lower and meet the needs of the 45 million or so uninsured people in the US, numbers growing as jobless rate increases. They are typically staffed by nurse practitioers or physicians asistants. Dr Herman at Mayo Clinic, who supervises its retail store clinics, says rather than fight this trend primary care doctors should learn from it, and work with hospitals around the country to offer more convenient locations and consumer friendly office hours, including periods of walk-in care with no appointment....

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ALan Blinder, a former vice chairman of the Fed and a Professor at Princeton, cautions against a repeat of 1936, when Roosevelt did an about face from years of stimulus to cutting deficit spending sharply, resulting in a wosening of the depression. This tightening of fiscal policy by raising taxes and reducing spending to prevent future inflation proved disastrous. From a deficit of 3.8% of GDP in 1936 Roosevelt moved the country to a surplus of 0.2% of GDP in 1937, a swing of 4 percentage points in a single year, a swing in today's dollars of about $600 billion. Mistakes like this happened in Japan's lost decade when the government raised taxes and the economy stalled. Blinder says Bernanke is a student of the Depression and knows what happened then, and would caution against a repetition.

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The WPost editorial says more money may be needed in the future than the $50 billion the government has already committed to GM. A lot of the basic steps have been taken in the Obama restructuring, closing brands and dealerships, cleaning up the balance sheet, bringing costs and benefits in line with foreigh nonunion plants. But, says the Post. the auto task force wanted to see 16 plants closed, the agreement will close 14 plants and three of them will be idled instead of shut down, with GM paying maintenance and other costs. Breakeven is at 10 million vehicles per year market but this depends on GM's market share. If the market at 9.5 million vehicles per year at present shrinks further in 2010, and GM's market share faces more pressures from competition, the prospects of GM making money will dim.

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On the life, achievement, and performance of Hank Paulson in the present financial crises. The skills he brings, the problems he has overcome and the legacy he will leave when he leaves office at Treasury 6 months from now. A detailed account of what makes him click, what he enjoys doing and waht he is good at and various aspects and milestones, and the people in his career. Like Ben Bernanke he is an unpretentious man, who has a good sense of his own bearings, and comes from Barrington, Illinois where he has a house and where he goes back to for renewal. He follows a simpler routine excusing himself at 8,45 at Goldman dinners so he could go to bed, did not drink, and he and his wife are avid bird watchers and he headed Nature Conservancy before Treasury.

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Investments made by president Biden and Congress of $1 trillion in manufacturing and infrastructure will take time to go into effect. It is wrong to say this shows limits of this policy of investing in America as it has increased growth, maintained employment levels, and helped America recover from the pandemic. Biden did this for the National good not for Democrats and it was designed to benefit red and blue states like. Its effects will be felt long after the next election cycle in just 3 years January 2028, so that to say that president Trump or Republicans would get credit is an erroneous notion. The next president could come from the opposite party and the long term effects of this could benefit all parties, giving everyone a stake in making it work. The narrow view also overlooks the great benefits from this investment of $1 trillion for America's trading partners and allies in Asia and Europe, the American leadership role in CHIPS and Science as a result, and the respect of the world in the way America has handled its economic affairs. ...

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The most important segment with future implications for growth is the young people segment, and here American companies are really weak. Of the "millenials" or people born between 1979 and 1985, those who consider a Ford when shoppng for a small car are only 7%. These are Ford's own numbers according to the Wall Street Journal. Ford and GM are moving their emphasis to small cars. Ford did this at the Los Angeles Auto Show with the new Fiesta arrriving in the market in early 2010, and GM will compete with the Honda Civic with its Chevy Cruze due in August in showrooms. To do this Ford and GM are remodeling their showrooms. To do this 3000 Chevy stores are taking on a new focus on small cars and 26,000 sales people are being retrained by end of 2009. Kurt Mcneil, Chevy's sales chief, says their emphasis is on giving a good response to online customers by having salespeople able to talk fluently about fuel efficiency and compare with Honda and Toyota. For Chevy the showroom remodeling involves having a greeter at the reception desk not a salesperson, this is who one first sees when walking into a dealership. The improvements costing $200,000 to $600,000 per location are being paid by dealers with GM offering financial incentives for the work. The way Ford is approaching it is to use social media like Facebook to a bigger extent. It will send a social media consultant to its largest 800 dealerships or one fourth of all stores to build an online infrastructure to connect to local buyers and offer online updates, videos, and games related to small cars. Ford, GM and Chrysler have only 21% of the small car market, according to Autodata, and Ford has only the aging Focus to offer today. In 10 months of 2009, 19% of 8.65 millon light vehicles sold were small cars up from 14% in 2006, while the percentages for SUV and pickups dropped 53% to 46%. ...

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Chinese car company Shuanghuan's CEO was on display at the Franfurt auto show. Its rear looks like a BMW X5 and BMW has charged that it copied the X5 and filed suit to prevent it from being marketed in Germany. Shuanghuan also has a minicar that is called Noble which looks like the Daimler's Smart minicar. Daimler also is taking legal action to prevent the marketing of the Noble in Germany. Only the X5 was shown at the Frankfurt Auto show getting criticism from Reithofer who is head of BMW. Critics say that the Chinese actually have borrowed from several car designs and from different aspects such as the interior aand exterior of different brands,thus the X5 is seen as borrowing from the front of a Toyota Land Cruiser and the rear of a BMW X5. The price difference is huge 29,000 euros for the CEO vs 59,000 euros for a X5. Currently the Chinese are struggling with safety issues in their cars by makers such as Brilliance and the Landwind. Both cars did badly in tests conducted by the German automobile club ADAC. Landwind's model is being retooled for safety while the Brilliance which has a collaboration with BMW for the Chinese market presented a new subcompact the BS2 as an alternative to the VW Golf....

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The Panic of 1907, the run on the bank for the Knickerbocker Trust Company, and its collapse. The intervention of JP Morgan that year came too late for Charles Barney, the President of Knickerbocker Trust, who shot himself and died after 4 hours. In the preceding years Knickerbocker went through rapid growth in deposits, and in 1903 Barney even had a huge Corinthian columned structure of Vermont marble, and a lavish banking room inside built at Fifth Avenue and 34th Street. See the pictures of that structure. It shows how things end up with rampant expansion. Growth, rampant expansion, flamboyant display, excess, crisis, panic, disaster and rescue. A cycle that repeats itself as new generations have no recollection of what had happened before, and no sense of history. With the expansion a sense of exhilaration and selfcongratulation makes way for abandonment of caution, excess, paving the way for disaster. And this hits those involved in the excess as the AIG's and the Citigroups, but also those who have gone to sleep like the GM's, and those who have some exposure like GE with its GE Capital business. What is different in today's economy, and true of the 1930's, is the global nature of this when the excesses are of a global nature, and the countries are intertwined. In this sense the current period involves Asian economies also, in addition to the European and American economies that was true in 1930's. The contrast with today is that a year later by October 1908 the panic had ended, and depositors of the Knickerbocker and other banks had received their money in full. A recovery was on the way. This was isolated to the US economy and to the banks. The global crisis of the 1930's was 23 years away. In 1997 the Asian economies like S. Korea, Thailand and Indonesia suffered a banking crisis, before this there was a finacial crisis in Mexico, and around this time a financial crisis in Russia. There were smaller crises like the LTCM crisis in the US but most were localized like the 1907 Panic. Now 11 years after the 1997 crisis in Asia, we have a global crisis and it is multifaceted, affecting banks, but also consumers and export driven economies in Europe and Asia with spillover effects. ...

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This NYT report covers the period around 2019 and since when Tesla established its first factory in China.  It is the remarkable story of how the intuition and rapid decisionmaking  of Huang Li, a top Shanghai official and now premier since 2022, helped China create its own EV industry from scratch. He did this by giving Tesla a start with a new factory in Shanghai with $1.5 billion in incentivized loans and building it in 1 year 2019-2020.  A top Shanghai official Huang Li hoped to attract Tesla to China in 2019 after contacts were opened through California officials. Tesla had its only factory at Fremont, California, and had worked with the state government on a program of emissions credits as a form of financing that it could use. California officials  advocated for a similar policy in China in 2019. With Mr. Li's backing the Tesla factory in Shanghai was built in 1 year, California style emissions credit were put in place in China. What Mr. Huang Li's intuition told him was that China was at a turning point it had to take strong steps for a emissions free auto industry to tackle climate change. A company like Tesla offered an opportunity to do this. The factory was built faster than Chinese time in 1 year and loans of $1.5 billion helped finance this. Li correctly sensed that local supplier chain had to be built giving China a way to build its own EV industry. CATL was a lead supplier to Tesla. By providing assistance to CATL and other suppliers and using China's rapid development model Li was able to build an entire EV vehicle industry from scratch. BYD became through work in the pandemic years the largest EV maker in the world, and CATL the largest battery maker. Tesla provided the impetus which Li took on with the idea of building its own versions to soon overtake Tesla in 4 years between 2020 and 2024. BYD went even further and developed its own in house battery technology to cut costs and bring prices down. ...

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Some key takeaways from the Biden State of the Union- Biden has a vision for the future and the way forward for the US to a new frontier and new progress, where his predecessor really has none or has shown none. On China under his predecessor the US was shown as being behind and the US did little to sending of advanced US technologies to China. Today the US is growing and has the strongest economy of the G-7 and China is falling behind, flow of advanced technologies to China is stopped. On investing in the US. It is there plain for everyone to see. If the US has fair taxes the US can rebuild its infrastructure, modernize, invest in education and the working people of the country, and yet cut the deficit by large amounts. The thousand billionaires in the US pay only 8.2% in taxes. At 25% tax what a firefighter or policeman or teacher pays this would cut the deficit by $500 billion over 10 years. The oil companies and other corporations are similarly only paying less than what ordinary Americans are paying. This at fair tax rate of a minimum of 21% instead of 15% would further cut the deficit by hundreds of billions of dollars after investing in the infrastructure and modernization of the economy that his predecessor has no plans for and instead given a tax cut to the corporations which studies show was really not paid for. Negotiating drug prices for Medicare with drug companies would save the country hundreds of billions of dollars. This could be reinvested in cutting child poverty, in free preschool education, in raising teachers wages. Sitting next to Jill Biden the First Lady was the prime minister of Sweden. What it told the US was that countries like Sweden and Finland in NATO had strengthened the alliance and it was for mere political reasons that Ukraine aid was prevented by his predecessor from being passed in the House after passage in the Senate by 70-30 with bipartisan support that also exists in the House. ...

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The electricity grid in Africa is being strained by electricity demands of mining companies. Power outages are costing African economies as much as 2% of their GDP according to World Bank estimates. Energy shortages in South Africa are creating blackouts in South Africa and neighboring countries Botswana and Zambia and affecting the mining industry in these countries. South Africa's energy company Eskom is petitioning regulators for a hike of 50% in electricity prices to reduce demand. Shortages of electricity have increased prices of platiinum and other metals in the commodities industry. Mining in South Africa produces 7% of GDP but consumes 17% of the electricity leaving less for domestic consumption and for industry. Eskopm was late in ordering new plants not taking action till 2004. For Africa the total electricity generating capacity of 63 gigawats supplies 770 million people about what Spain generates for 40 million people. And the expression energy poor means that this shortage in urban areas means the rural poor wil have no electricity for decades to come. And in places like energy rich Port Harcourt Nigeria electricity is inconsistent or in dire shortage. An accountant at a construction firm in Dakar, Senegal has to choose between paying his child's school fees or paying for electricity, chooses to pay for electricity as prices have gone up by 88% in 3 years. And rural areas of Africa have little hope of electricity. This is another sign of how adverse effects of huge energy consumption in places like China and the wasteful consumption in the USA affect global energy prices and in turn affect the poorest in Africa. In places where the voices will never be heard. How boom times in some Asian and westen economies can lead to choices like fuel guzzling vehicles and energy wasteful plants in China that reverberate across Africa....

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Anat Admati, is a professor of finance and economics at Stanford University School of Business. He says banks should depend on generating 30% of their assets from equity, something the banking industry of today in the U.S. and Europe considers heretical. More of the bank's assets should come from equity and much less from borrowed funds. Outside of banking healthy corporations in the U.S. carry debt at about 70% of assets and there is no reason banks should not do the same. In 2013 says Admati, the situation is not much different from that after the 2008 global financial crisis- large banks carry liabilities and debt at over 90% of their assets. The $2.2 trillion in debt at JP Morgan Chase bank is about 91% of assets of $2.4 trillion. Basel III regulations allow banks to borrow upto 95% of assets, and proposed banking regulations in the U.S. put this at 95%, with the way this is measured still being debated. At such high levels of debt the margin of error is small, and systemic risk which is high in a globally interconnected banking system means the whole banking system can freeze from one large bank going into failure such as Lehman Brothers. This happened in 2008 and the margin of error is still small, which is why global banking is such a high wire act with the U.S. Federal Reserve, the ECB and other central banks issuing regular warnings and regulators faced with the task of keeping the banking system in check through vigilance and investigations of banks violating laws. How much difference has Dodd-Frank legislation in the U.S. made after 2008? Jason from Atlanta says in response to Admati's article, that the Glass-Steagall Act of 1933 was 37 pages and the banking system did not freeze up in the way it did in 2008 for the rest of the twentieth century until its repeal. The 879 page Dodd-Frank legislation of 2011 is overly voluminous and still leaves 243 rules to be written by regulators in consultation with the financial industry. Banks are larger now than they were in 2008 and have an outsized influence in shaping the rules, leaving the U.S. Federal Reserve's supervisory committee and Fed Governor Daniel Tarullo with the job of somehow keeping banks out of trouble. JP Morgan Chase, Admati reminds readers, has $2.4 trillion in assets as of June 30, 2013, and debts of $2.2 trillion, with $1.2 trillon in deposits and $ 1 trillion in other debt owed to money market funds, other banks, bondholders and the like. ...

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After the huge crisis the debate about capitalism. What went wrong, and importantly what did not go wrong. Not in the sense of more punditry to place the blame but to ask questions to have a better grasp of the fact and better understanding of the twists and turns of the last decade, the complexities, the frailties, the errors of judgement, and the failings, and the outright falsehoods and ethical breaks. So that the good things are not lost for instance the individual initiative and the bad things are corrected and measures put in place to prevent recurrence and minimize damage. Has the model of anglo-saxon capitalism failed? Actually some specific things failed, deregulation at a time when banks and markets were behaving irresponsibly and without any restraint internal or external, credit ratings agencies failed, financial institutions failed in performing their first line of business which is to finance investment in the economy not in housing and mortgages, and American consumerism failed in that value of saving disappeared and abundance of debt brought American savings to zero, leaving little for investment in the economy and infrastructure except by borrowing from other countries. And living on illusions and not on sound basics the leadership failed thinking that free enterprise and technology and productivity improvements somehow allowed a country or group of countries to live way beyond their means, and a tendency to excess in the popular mood of the country, excesssive consumption, excessive and profligate use of energy which sent trillions of dollars overseas over decades, and excessive expectations of the lower classes for housing and goods beyond their means, all played a part. What did not fail is the freedom to trade, the fall of "barriers to intercourse" between nations, that produced gains on a big scale so that computer and cell phone technology developed in one part of the world quickly spread around the world and the innovations and technology developed in one country spread producing benefits all over the world. It created amood of optimism in developing countries whose incomes rose especially where countries encouraged growth as in China, India, Russia, Brazil, Eastern Europe and pulled hundreds of millons out of poverty. With China, America and Germany in effect shipped technology goods in return for lower value added goods like textiles and shoes, to help China industrialize, and American consumption played a useful part until things reached an extreme and the system was abused by forgetting the basics and allowing excesses and failing to respect ethical responsibilities. Regarding regulation excessive regulation and red tape has proved to be bad as in the license Raj in India which stifled private initiative and new enterprise till it was abandoned in 1990, and no one in India is calling for more regulation. What is bad is to abandon good common sense and to rely on the illusion that no regulation is needed to run a complex financial system like we have today, a laissez fairre libertarian philosophy that was rampant in the Bush administration and in the country's leadership in the Bush years. As a result an underfunded SEC failed to deliver on its basic mission and responsibility, and the lack of a centralized regulatory authority with powers and funding to meet the challenges of modern finance as for instance ineffective derivative regulation under the CFTC, simply aggravated things further. ...

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Hardy and Merced take an inside look at what happened at Autonomy Inc that resulted in the charge of $8.8 billion by H-P in Nov. 2012. The problems start with the hiring of Lee Apotheker, a former CEO of German software maker SAP, as H-P's new CEO in the beginning of 2011. This comes after CEO Mark Hurd is fired over relations with a female employee. Apotheker starts out within months of joining H-P with some precipitious moves that raise questions about his decisions- he dumps the new H-P tablet within weeks of joining, and follows this with a move to shift H-P out of its PC business and focus on software. To do this he pays ten times revenue for Autonomy Inc., a British software maker which has grown through acquisitions and not invested enough in advancements for its software, according to a piece by Al Lewis in the WSJ in August 2011. Autonomy's business is software that analyzes and finds patterns in voluminious data like e-mails, online data, web surfing. The tech community and analysts sees this as a risky investment from the start with Apotheker overpaying for Autonomy. Apotheker has failed to look at H-P's record in acquisitions with the failed Palm acquisition costing H-P over a billion dollars. H-P has a poor record of integrating companies. This proves to be especially true with Autonomy with founder Mike Lynch keeping a distance from Palo Alto headquarters by staying mostly in his London office. Apotheker is fired by the H-P Board within months of taking office and the Autonomy managers including Lynch leave H-P in the following months. Alarmed by a falloff in Autonomy sales, H-P's new CEO Meg Whitman sent a team in May 2012 to review the books of Autonomy. This results in finding "serious accounting improprieties." The problems are caught when a senior finance official at the London Autonomy offices points them out. What Autonomy did before selling out to H-P is to sell low end hardware servers at a loss, and disguise the loss by inflating marketing expense, resulting in marketing expenses going up just as it was trying to sell the company as a pure software company. Middle men who sold the Autonomy software reported sales that were made up and licensing revenue was taken before it was received. Analysts at Forrester Research say Autonomy had not invested in R&D, and did not make regular software releases, had poor customer relations, no regular customer feedback, and lacked transparency on future product plans. The question goes back to how did Apotheker make such decisions without giving enough time, with the due diligence reported to the head of strategy Robison and not the CFO as is normal, and how did he fail to catch the obvious failure to invest in the company R&D? Apotheker described his approach in a February 18, 2011 interview with the WSJ's Ben Worthen. He told Worthen a joke about the Swedish parliament where members discuss a proposal to move driving from the left to driving on the right, by doing this gradually. Apotheker's analogy turns out to be misplaced, his approach brash and dangerous, and the H-P's Board's confidence in their new hire misplaced. It turns out that H-P's previous CEO Mark Hurd came in for criticism for not investing enough in R&D. The money wasted in these acquisitions leaves H-P at a severe disadvantage for increasing investments in R&D when margins and sales are declining in the printer and PC business. On Nov. 20, 2012, H-P share price dropped 12% to under $12. H-P reported a $6.9 billion loss in third quarter 2012. Revenue for the full fiscal year declined 5% to $120.4 billon, and earnings declined 23% to $8 billion. ...

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President Obama in his speech at Georgetown, April 13, 2009, describes the thinking behind the decisions made in the first 12 weeks of his administration- why the actions are not aggressive and overreaching as some critics say, and why they are not timid as other critics have said. This was not a typical downturn of the business cycle, but a perfect storm arising from irresponsibility and poor decisionmaking in Washington, Wall Street and Main Street- in effect several crises colliding for something like an explosion, if not dealt with at once, and with strong action. He says "the key to dealing with our deficit and debt is to get a handle on out-of-control health care costs, not to stand idly by as the economy goes into free fall." The recognition that the crisis itself brings with it new possibilities, the opportunity for coming to grips with and forging a good solution to health care, energy and education issues that were neglected while Wall Street directed investments to areas other than investment in building for the future. To the critics like Krugman, Rosenfeld and others who say that the takeover of insolvent banks should be done quickly before the situation worsens, he says it is not because of any ideological or political judgement he has made about government involvement in banks, but because it is more likely to undermine than create confidence at this point. He goes on step by step, through the process of decisionmaking, first to step in and boost spending vigorously, second to get lending flowing again to businesses and families, strengthening the non-bank credit market for consumer purchases and loans, the housing plan, the auto plan, and the work at the G-20. Then President Obama goes on to project his vision and the road to getting there. The five pillars he sees for the future are: redirecting Wall Street and banking to constructive investments for the future, investments in education, investments in renewable energy and technology to create new industries and new jobs, investments in health care to cut costs for businesses and families, and new savings in the federal budget to bring down the deficit. Obama says he will look for savings line by line in every corner of the budget, and has already identified two trillion dollars in deficit reductions over the next decade. And the goal is to reduce discretionary spending for domestic programs as share of the economy by more than 10% over the next decade. Procurement reform will greatly reduce no-bid contracts and save $40 billion. Secretary Gates is attacking th problem of hundreds of billions of dollars in waste and cost overruns that have bloated the defense budget, without adding to the nation's safety. And education programs that don't work will be removed, and waste, fraud and abuse in the Medicare program will be controlled. Finally, Mr Obama points to the nation's political system as one more reason we are in this perfect storm- "a fundamental weakness in our political system." He cites the putting off hard decisions for another day, scoring political points instead of rolling up up sleeves to solve real problems, an impatience that is only worsened by the 24 hour news cycle, and a short attention span that focusses on the immediate results and on poll numbers. And there is too much responding to the "tempest of the moment until the furor has died away and the media coverage has moved on, instead of confronting the major challenges that will shape our future in a sustained and focussed way." After these 12 weeks President Obama says, for the first time there are glimmers of hope, and way off in the distance can be seen a vision of America's future that is far different than its troubled past. And citing the parable in the Sermon on the Mount about that "house built on a rock", he sees America's house built on a rock, a house for which we use this moment to lay a new foundation, come together and begin the hard work of rebuilding, persisting and persevering in the face of disappointments and setbacks that surely lie ahead. Then he has no doubt "that this house will stand and the dreams of our founders will live on in our time." Its a remarkable speech in its directness, its simplicity in approaching the subject, and its borrowing from the Bible for that story of that house built on a rock, and its Lincolnesque reference to the house that will stand. And more than a speech, it describes a vision, and the set of actions and steps taken and to be taken to get there. ...

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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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A look at the role that David Cameron played in the Brexit vote. Cameron did this by promising to hold a referendum to assuage hard line Tories within his Conservative Party in Britain who feared that the right wing Independence Party of Nigel Farage would cut into the Tory vote and hand the 2015 election over to the Labour Party. Cameron made the pledge in 2013. The Brexit vote referendum happened in June 2016 with a slight margin for the "Leave" vote as voters shifted to an anti-establishment vote, and a wave of immigration from Africa and Arab countries in conflicts into Europe created fears of uncontrolled immigration. Both were factors that had little to do with Britain's place in Europe over decades in post war Europe, and not permanent shifts in sentiment. Cameron agreed because he thought the would lead to a result favoring the Remain Vote to stay in the European Union. Cameron badly miscalculated leading to the mess Britain is in today with no clear path forward and negative effects on the economy of Britain. The Labour Party now favors a second referendum as voter sentiment again shifts following the failure of the Theresa May Conservative government to lead in the way forward, and splits in the Conservative Party. Immigration from Arab countries and Africa is now restricted and down to a small trickle. The problems generated by Brexit for the economy, Northern Ireland, business uncertainty, and second thoughts among pro-Brexit supporters, are leading to a rethink of the course set by the referendum based on a temporary shift in sentiment. ...

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Many individual Britishers hold accounts in Icelandic banks that went bust and some being propped up by the Icelandic government like the Kaupthing bank and other banks like Icesave. The Britishers individual accounts are worth billions of dollars and the British government has guaranteed that individual British account holders will be compensated fully. To recover some of this money the British government had to seize the assets of British branches of Icelandic banks. How it did this is interesting. Britain used a 2001 antiterrorism law to freeze the British assets of Kaupthing bank. Alistair Darling defended this by saying that Iceland had indicated that it had no intention of paying the British account holders. So now the British Treasury Department's home page lists Iceland as a terrorist state after N. Korea, Sudan, and Al Quaeda. Under European regulations Iceland is obligated to pay 20,000 euros to each individual account holder in Icesave, but that amount would require paying $5 billion at the new collapsed exchange rate or 60% of Iceland's GDP. Iceland's economy has collapsed and interest rate is 18%, krona down 44%. Its foreign minister says the British decision puts Iceland back 30 to 40 years when it was a poor isolated country. No guarantees have been made by the British government to British local governments, universities including Oxford and Cambridge, and charities, that have billions of dollars in Icesave acccounts and this money is lost. ...

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The real author of a favorite quote of Martin Luther King Jr. was from Theodore Parker, an abolitionist, Unitarian preacher, who died in 1860 on the eve of the civil war. It was the work of people like Parker which made it possible for Lincoln to sign the Emancipation proclamation. Parker wrote in 1853: "I do not pretend to understand the moral universe; the arc is a long one.... But from what I see I am sure it bends towards justice." He also wrote, says researcher and author Jamie Stiehm, the words: "A democracy-- that is a government of all the people, by all the people, for all the people." Dr King loved to paraphrase Parker by saying- "How long? Not long. Not long, because the arc of the moral universe is a long one, but it bends towards justice." Stiehm says Obama attributes it to King, but King made it clear that he was borrowing from a fellow preacher, and Lincoln's contemporary, named Theodore Parker.

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Peggy Noonan, quotes from "Hiroshima," by John Hersey, written one year after the disaster from the dropping of the atomic bomb on the city of Hiroshima in Japan. About 100,000 people died instantly, and another 100,000 lay sick or dying in the first moments of the bomb's explosion- as a sheet of light like the sun cut across the sky in an instant. She rightly points out that it is 70 years since the bomb was dropped, and people in a new generation no longer remember the bomb and what happened. That earlier generation struggled with the thought of the bombing for decades. Now it is only a faint memory, and Noonan does a great and profound service by reminding readers of what happened, and why they should care. In the chaotic situation of the Middle East the risks of the bomb and nuclear proliferation are a serious issue that is not getting the attention it needs. Everything stops. Life sinks into the earth. It can happen.

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Uki Goni writes from Buenos Aires, Argentina, describing the chaos and poverty of the years 2001-2003 following Argentina's default on its debt. At one point half of the population was below the poverty line. Argentina eventually recovered in 2004 under a new government of Nestor Kirchner, but had already incurred a terrible cost. This was especially hard on the lower middle class who had only their savings to live on and could not access their accounts at banks which were closed. Barter stores were common in those days as the barter currency gained wide usage for exchange of services. It is not clear whether this was due to badly implemented economic policy or defaulting on the debt. Goni says Greeks should seriously consider the cost of such a steep decline in the economy as they consider exit from the eurozone, and carefully evaluate the policies of Syriza politicians who risk a break with the EU.

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Ted Forstmann thinks we are in the second innings , and just at the beginning of the pain that will happen as the country tries to clear up the financial mess from easy money and errrors of the financial industry, pain that will lead to the overhaul of the country and the economy. The crisis taht started in October 2007 is just making its way in the early stages and expect a lot more to happen. He has a story that he was told by Warren Buffett about a country and an economy like ours that first there are the innovators, then there are the imitators, and last there are the idiots who enter the scene. This is what happened here. The ofcourse a lot of stupidity takes place. Curiously he does not find fault with anybody, not Greenspan who did not seee the consequences of a to easy monetary policy, not the financial industry that got us into this bind, or the consumer who borrowed heavily.