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I write this comment as Founding Editor of Lyrarc.com. Lyrarc.com would not have been possible without the work of Neil Kinnock's mentor Michael Foot and his brother Dingle Foot. In the same way that Andy Burnham says he would not have entered politics and would not have joined Labour without the impression on him left by Kinnock, I can say that I would not have founded Lyrarc.com without the impression left on me by Sir Dingle Foot when I first met him in Colombo, Ceylon in 1966. What Michael Foot did for Labour, Dingle Foot did for the whole of Asia bringing forward looking ideas and a passion for the people of Asia that can only be compared to Gen. Joe Stilwell's passion for China and the Chinese people in their struggles in the 20th century since 1900. Sir Dingle Foot is not with us as Neil Kinnock is, but his impressions live on with me from his letters in his own handwriting to me from the 1960's, a period when decolonization in Asia and Africa was still happening. I think of Gandhi and the British agent in Rajkot, Sir Frederic Lely who helped him study in London and gain the knowledge of British ideas that led him to writing "Hind Swaraj" on a steamship from London to South Africa. Today Lely's name cannot be found on the internet but it is there at the Gandhi Museum in Porbandar, India- which means in the world of AI models trained on Wikipedia there are things one will never know that are vital to understand and continue the work of building the Modern World for the US, UK, India and China. Andy Burnham of Labour says "I am Ready." He also told Labour and the British Nation: "I have a Plan." Even before he assumes office The Burnham Programme is on the web. Burnham has implemented it in the North in Manchester. He is now bringing it to all of Britain. What Thatcher did had reverberations in the US with Reagan. What Boris Johnson did had reverberations in US with DJT. What Andy Burnham does in Britain will have reverberations in US, Europe, and the World.    ...

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The S&P speculative grade composite index shows that for the first time sine the crisis hit in October of 2009, high yield debt traded June 5, 2009 at 9.66 percentage point premium over comparable Treasurys. This is below the distressed debt benchmark of 10%, and shows how the credit markets are coming back to normal. High yield issuers, who pay a big premium over Treasurys to sell debt have had to pay at spreads which reached apeak of 17.54% in December according to S&P data. The retailing and auto sectors were the hardest hit in 2008. Merril Lynch has its own index which has not dropped below 10%, and which peaked at 22 percentage points in December. On June 4, Merrill's index was at 11.01 percentage points. The last time Merrill's index went above 10% was in 2002, and in 2006 before the crisis the index was at 2.41 percentage points.

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The U.S. Justice Department files a civil lawsuit accusing S&P and parent company McGraw Hill of giving improper ratings to poor mortgage investments which allowed them to inflate in value, creating the conditions for a crash in these investments when the crisis happened in 2008. The penalty sought by the Justice Department and the attorney generals for 16 states is $5 billion to cover losses to investors such as state pension funds and federally insured banks and credit unions. The civil suit comes 5 years after the onset of the financial crisis of 2008, which created the greatest financial crisis since the 1930's. Negotiations for a settlement were conducted by the Justice Department with McGraw Hill for an extended period of time. The talks broke down in January 2013. In these negotiations the Justice Department sought a penalty of over $1 billion and S&P's acceptance of wrongdoing. S&P countered with a proposed settlement of $100 million. The government pushed for admission of guilt on at least one count of fraud. It is not known why the Justice Department filed this lawsuit 5 years after the crisis when the public's memory of the ratings issue is beginning to fade. Is it because the preparation of the case required this much time, the action not taken because it would be seen as punitive in 2011 when S&P downgraded the U.S. sovereign credit rating, the fragility of the economy in 2011, because of the approaching election in 2012, or some other reason. One of the reasons why it was important to take corrective action early was to preserve the integrity and credibility of financial markets, so critical for public confidence. An additional reason was to secure from credit ratings companies the internal reforms and change in leadership and culture that would prevent recurrence and damage to the economy. An example of this change is the change in leadership and culture underway at Barclays bank in Britain after the investigation into the manipulation of the London Interbank Offered Rate or LIBOR. The Justice Department action in this respect is an advance from the policy at the S.E.C., which has not insisted that companies involved in the crisis admit wrongdoing, setting up the process for changes in leadership and culture such as the one at Barclays....

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H-P takes a huge $8.8 billion charge over the Autonomy Inc. acquisition in Nov. 2012. H-P's CEO Whitman says Autonomy Inc. had misrepresented the revenue before its acquisition by H-P under CEO Apotheker for $11.1 billon in Oct. 2011. Apotheker was fired by the H-P Board following the acquisition, after his strategy to shift H-P's focus from PC's to software came under criticism from investors and the tech community. H-P alleges accounting irregularities, with $5 billion of the $8.8 billion charge announced by Whitman coming from accounting errors. H-P has asked the UK's Serious Fraud Office to investigate. The SEC was alerted and it is starting its investigation into the allegations of "serious accounting improprieties" and "outright misrepresentations."

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Ben Rooney of the Wall Street Journal interviews Mike Lynch of Autonomy. He tells Rooney that the main reason he sold his company to H-P was that H-P had no legacy database business, and this made it possible for H-P to take a new look at how to make data human friendly and to do new things with data that haven't been done before. He describes this as the 85% of what data is about that none of the legacy database companies have shown interest in doing. H-P's size means that it can bring more resources to this effort. He calls this an alignment of values that was the main attraction of H-P to Autonomy. The canny Lynch also says H-P's price, an 80% premium over the share price, was not a blow-out or over-paying by H-P. The London listed technology firms are about 25% undervalued. The acquisition by H-P of Vertica, an advanced database company, also converged in the same direction, says Lynch. And the potential for H-P is to use these resources as a major advatage in developing new products. On the UK technology scene, Lynch says the access to high quality graduates from Cambridge, Imperial, Herriot Watt, and Warwick is an advantage. He worries more about problems lower down with standards of math failing in high schools. ...

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Sony is introducing several tablets to cover the whole market. One is a 9.4 inch, 598 gram S -or slate- series which is aimed at the market for home use. The other is a light 372 gram P series- for portable- which strives to reach users who carry the tablet around. An S model with 16 gigabytes is sold at 45,000 yen and a 32 gigabyte version at 53,000 yen. It will be sold through NTT DoCoMo in Japan. Sony corporate vice president, Akihiro Matsubara, says Sony has set the goal of becoming number one in market share in Japan for Android tablets by 2012. Sony's estimate of the market for tablets in Japan is for 3.2 million tablets sold in Japan in 2012, which is 60% higher than in 2011.

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The expectations from the G20 summit in London which ends April 2, 2009, have been toned down both by the Obama administration and by Gordon Brown's government. It has proved quite difficult to get agreement on expanding the stimulus. With Germany and France and some other European governments not going along with President Obama. Also difficult is the task of getting action from these G20 summits, as a lot of meetings have to be held, and agreement has to be reached between many nations, compared to the old G7 which could meet in the White House library. And the local situation in each country is different, with different pressing priorities at home. The long term structural changes, and global regulatory reform, are changes that require more time, more consensus. And some issues such as larger developing country role in governance is not a priority for the large European countries and the USA, which raises questions about the role of the IMF, and the manner in which assistance is adminstered through the IMF. That role exacerbated the crisis in S. Korea during the Asian banking crisis. See the link. As a result there is considerable apprehension about seeking IMF assistance among developing countries. This covers Eastern Europe and other developing countries....

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Barley points out that Russia has two strengths as it tackles S&P's downgrade of its credit rating. The downgrade was a result of large capital outflows. He cites Moody's for the low level of government debt of about 13.5% of GDP in 2013, or about $265 billion. Interest payments on debt are about 1.7% of government revenues in 2014. And Russia has $442 billion in foreign exchange reserves as of April 1, to support its efforts and stabilize the economy. The weakness is that Russia depends on oil and gas exports for half of government revenues and 67% of exports, according to Moody's. Higher interest costs on Russia's bonds are one cost of the crisis, bonds due in 2023 have a yield of 5.6%, according to TradeWeb. This yield could go up higher.

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Reorganizing a large and ineffective sales force at H-P is one of the biggest challenges facing new CEO Mark Hurd, who took the job in 2005. Under CEO Carly Fiorina the situation had deteriorated. The H-P sales force has become a large bureaucracy which takes much longer to get things done, with the added problems of duplication, redundant layers of management, delays getting approvals and so on. Corporate customers had difficulty reaching salespeople, and getting simple tasks done such as price quotes or getting a sample product took way too long for customers. Salespeople spent only 30% of their time in front of customers, with the bulk of their time spent navigating the large H-P bureaucracy to get things done. Out of 17000 salespeople only 10000 sell to customers, 7000 or 40% are in support or administrative positions. Four people from different groups can be found chasing the same customer, and different quotes from different salespeople cause duplication and confusion. H-P corporate salespeople did not specialize in any particular product area. And salespeople used 30 different types of software to track sales because of years of acquisitions, including the acquisition of Compaq. There are 11 layers of managers between the CEO and corporate customers. Hurd's solution was to organize the sales force so that it was responsible for specific products and specific countries, similiar to the situation he had seen at his previous company NCR. Responsibility and authority for decisionmaking were matched and clearly assigned. Each salesperson had a narrower focus and was to be limited to 3 accounts. H-P's 2000 corporate accounts would have just one salesperson to interface with. Sales would only use one type of software from Oracle Corporation. Changing an organization the size of H-P is a slow process. A year after these changes, the VP of Information Technology at Lear Corporation, says he still does not know who has been assigned as the salesperson for Lear. He has not seen much change in H-P sales. Hurd also reduced the number of employees by 10%, or about 14,500 people. After these layoffs the layers of management have been cut from eleven to eight between Hurd and the corporate customer, still too big a set of layers. ...

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Cisco acquires Tandberg of Norway for $3 billion. Tandberg is amaker of video conferecing systems which are moving in the direction of telepresence.

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The G-20 summit in April had as its achievement the $1 trillion that would go to aid for emerging countries and other countries in need. But this number may not be what it appears to be and should be seen with care. Prof. Eswar Prasad, former division chief for China at the IMF, and now Professor at Cornell University, says there is double counting in the numbers, and a lot of the money has not yet been committed. With trade financing only a quarter of the $250 billion is fresh cash, the rest is trade financing that is rolled over every 6 months. For the Special Drawing Rights issuance of $250 billion, a kind of virutal currency that is set by a basket of real currencies like the dollar and the euro, the IMF will issue SDR's to all 185 of its members. This is not cash but a form of credit, against which a country can borrow. The Obama administration that came up with this idea thinks it will create $15 to $20 billion in additional credit for the poorest countries. For this to happen the US has to lend out its special drawing rights to poor countries, and this requires congressional approval. Of the $500 billion in direct commitments, Dr Prasad says less than half has been commited by Japan, the EU, Canada and Norway. China says it will put in $40 billion probably by buying bonds issued by the IMF. The US contribution of $100 billion has to be authorized by Congress. Even with the US contribution Prasad sees a shortfall of $145 billion of the $500 billion in donations. And the Saudis, the Indians will require a bigger say in the IMF to contribute some of this. ...