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Coronavirus cases on a daily basis exceed 70,000 in one day in Brazil with 26,000 in Sao Paulo alone. Brazil's cases now exceed 2.5 million, the worst hit after the U.S. followed by India. President Bolsonaro has failed to provide leadership in the pandemic, himself contracting the virus and not following social distancing, mask covering till recently.

President Macron of France gains in popularity with over 50% satisfied with his performance after his hard fought gains in getting the 390 billion euros nonrepayable common debt funds for the European Recovery Fund for hard hit pandemic countries. Macron was able to get the full support of Merkel of Germany to get this approved after Dutch premier Rutte's effort to stall the aid effort in weeks of long negotiations. It is a show of European solidarity and brings Europe together, giving much needed aid to Spain and Italy.

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Harold Meyerson poses some difficult questions for those who like Mitt Romney say America's choice is between the merit based society Romney sees and the "European social democratic vision." In Romney's words- "a merit-based opportunity society- an American-style society- where people earn their rewards based on their education, their work, their willingness to take risks and their dreams." Meyerson cites several studies to show that European societies today are more dynamic on several measures of performance than America's. In intergenerational mobility he cites a Brookings Institution study by Julia Isaacs, that shows incomes are three times more likely to remain the same in America compared to Denmark, Norway and Finland, and one and a half times more frequently than in Germany. Another measure evident from Germany's experience is the degree of union-company-government cooperation to worker retraining, corporate boards that have representatives of workers and management, the "kurzarbeit" program of retaining employees to smooth out impact of cyclical swings in the economy on workers and companies, and worker's willingness to show restraint on wages especially because management wages are not way out of line as in America. Meyerson reminds readers that the U.S. had a more merit based society in terms of upward intergenerational mobility, distribution of rewards of work between workers in manufacturing and service sectors and management, educational mobility with the G.I. bill, in the first 30 years after the Second World War. In a separate article in the Washington Post on Jan. 5, 2012, David Ignatius poses questions about the effects of globalization in shrivelling the middle class. The access to lower wage manufacturing in China, India, Mexico, and other countries, and lowering of wages in the U.S. to be competitive, was part of globalization. The two tier wage structure in the U.S. automobile industry is one example, making middle class wages a thing of the past. Globalization opened up new markets for American companies. Yet many of the gains in employment were made in emerging markets, as the example of GM's expansion in China showed, with automobile manufacturing expansion inside China....

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Zweig, Light and Pleven reflect on the experience of the last 5 years in the stock market. Investors who went through severe anxiety for higher investment allocation in stocks in 2009 now feel the opposite for low investment allocation in stocks. What does one make of this, and what have we learned, is the question posed. One lesson is that investors should be wary of relying too much on predictions. At one point predictions of Goldman Sachs and other bank economists was for the S&P at 1250 at the end of 2012, when it was 1421 in April 2012. The eurozone crisis and the sluggish U.S. job growth, debt overhang, were major factors in their assessment. The eurozone recovered faster than expected and the Iranian nuclear crisis risks were reduced through negotiations. QE 1, QE 2, QE 3 by the U.S. Fed under Bernanke provided support to the market. Banks recovered faster than expected with help from the Fed. Another lesson is that this can happen with higher volatility, 900 point drops occured in May 2010 and there were drops in April 2012 and other dates. Zweig gives April 2011 as a date for the start of a 5 month bear market, citing Oct 4, 2011 as another date with the market dropping 21% from the April 2011 peak. Another lesson is that performance statistics can play tricks, a month or a year can make a big difference. If 2013 is not included the statistics look very different, if 5 years go back to Feb 2009 when there was a 11% decline instead of March 2009 when there was a 9% improvement the numbers change quite a bit. Another lesson is that macroeconomic news played a major part in the story of the stock market in 2009-2014 and continues today, with continuing support and vigilance from the U.S. Fed and the ECB. The bad news from the eurozone throughout 2011 and into 2012, and sluggish job markets in the U.S., took a positive turn in 2013. The U.S economy is improving and the eurozone is returning to growth gradually in 2014. Because of different timing in their recovery P/E ratios are higher in the U.S., than in Europe....

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Announcing 80,000 crore rupees investment in Uttar Pradesh Mr. Modi praised UP's administration for speeding up the modernization effort with new highways, rail and logistics centers. He referred to the eastern and western freight corridors, two multi-modal transport and logistcs hubs at Greater Noida and Varanasi, and defense sector projects. The cooperation of the federal and state governments in UP, good governance and investment in infrastructure and people provides a model for the rest of India in its modernization effort to 2030. Looking at the global situation Mr. Modi sees a big opportunity for India as the US and the European Union seek to bring more manufacturing back to the home countries and build an entirely new supply chain in friendly countries. "The current global situation presents a big opportunity for us. The world is looking for a reliable partner, and only democratic India has the capability to accept the challenge. Today, the world is looking at India's potential and also praising its performance."   ...

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Sony CEO, Howard Stringer, faced some bad luck in the last two years- surge in the Japanese yen, the tsunami and earthquake in Japan, floods in Thailand closing factories, hackers penetrating its online gaming network, and the European debt crisis. The result is fourth year of losses since he became CEO in 2005. His experience was as a journalist and television producer, and he helped turn around Sony's music and movie businesses. Nobuyuki Idei did something unusual when he chose Stringer to do the same for the electronics business at Sony- bringing a Welshman from Britain to run a major Japanese company and someone with no experience in the manufacturing side which is Sony's strength. Stringer made cuts that helped reduce costs, cutting about 26,000 jobs. He also picked younger managers for the executive team and was sensitive to cultural differences. Efforts to turnaround the television business did not work- with the television business running seven straight years of losses because of intense price competition. He also made efforts to change the culture at Sony so that different divisions and groups talked to each other. Kazuo Hirai, who ran the Playstation business, now assumes the CEO role with the benefit of the groundwork laid by Stringer. He faces a number of challenges including how to move away from the television business and how to come up with new products that excite buyers....

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Some of the hrdles Blu Ray is facing are the price of Blu-Ray disc players priced by Sony at $399 vs. $60 for a standard machine, and BluRay discs priced at $11 more than regular DVD's. Sony has said that the price of the disc players won't fall below $200 till the end of the year by which time consumers in the USA may further tighten their spending. An April report by Sanford Bernstein & Co. predicts sales of BluRay discs will add only 1% to sales of DVD's this year, so the outlook is very uncertain for BluRay. Part of the problem is that its a discretionary spending item and consumers may ask themselves why spend so much on the discs when there is not a signifcant appreciable difference in performance? Blu Ray discs do not provide that much of a noticeable difference except for action films.

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A 41 year old doctor, Vasant Narasimhan, is the new CEO of Novartis in Feb. 2018. Under Narasimhan R&D is expected to get prominence. His predecesor Mr. Jimenez's focus was on developing new prescription drugs. Dr. Narasimhan sees a shift to new technology, improving data science and digital capabilities to discover new medicines. This shift raises the possibility of a spinoff of the Alcon eyecare business and the Sandoz generics business.   Narasimhan joined Novartis in 2005 from consultancy Mckinsey & Co. and becoming head of R&D. He is expected to push a series of tech based initiatives including artificial intelligence to be used for new biomarkers showing effectiveness of treatment, new sensor technologies developed with Microsoft. This shift is a result of the earlier effort under previous CEO's to make up for the loss of patent protection on profitable drugs by diversifying into consumer healthcare. During the period under Jimenez Novartis share price performance was mediocre, rising 41% over 8 years. Its business is stagnant with a 1% increase in 2017 for revenues, the first increase in 3 years.   ...

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Sony announced that it was expecting a loss of 110 billion yen or $1.1 billion for the fiscal year ending March 2014. Sony also announced the sale of the PC Vaio computer business to Japan Industrial Partners, a decision he called "agonizing." Another change is splitting off the television business into a separate subsidiary. The projected full year loss includes $690 million in charges for restructuring the PC and TV business, including job cuts of 1500 in Japan and 3500 overseas by March 2015. Currently the mobile phone and Playstation videogame businesses are operated as separate subsidiaries. TV sales are improving in the 4th quarter 2013, increasing by 40%, and operating loss for TV's is down to $48 million for that quarter. Increases in sales of premium priced ultra high definition TV sets improved margins. For the full year TV business had a loss of 25 billion yen. This is the first sign of a change in the TV business. Playstation sales are expected to hit 5 million by March 2014. Overall Sony showed a net profit of 27 billion yen for the 4th quarter of 2013....

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Monica Langley provides an excellent account of how U.S. Education Secretary, Arne Duncan, is using the $100 billion from the Stimulus funds in the 2009 Recovery Act to implement the Common Core education program in U.S. states and districts. Common Core is about raising student math and reading scores and standards, and implementing teacher evaluations based on test scores to make teachers accountable. This is the one significant area in which the Obama administraton in the U.S. is likely to leave a valuable legacy. Republicans in Tennessee, including Lamar Alexander, have embraced the program, showing how Duncan is using his persuasion skills to speed up the implementation across political party lines in a period of strong partisan feelings about programs. When governors have hesitated, Duncan has gone straight to the school districts using the funding. Teachers union say the program is moving too fast as evaluations would affect teacher careers, and Duncan agreed to a one year reprieve on the consequences of new teacher evaluations for states applying for an extension. This makes Duncan uncomfortable. He says he has only three and a half years left and he is going tooo slow. Business leaders such as P&G CEO, Robert McDonald, say the only political party they have is their educated workforce. Duncan has persuaded 40 states in the U.S. to sign up for higher standards in reading and math. Democrats see the Duncan initiative as helping poorer schools, which is also important to reduce the increasing inequality in the U.S. Since 2008 high school graduation rates increased by 3 percentage points, with a 5 point gain for black students and a 7 point gain for Hispanic students. After $4 billon in new funding to low performing schools, so called "dropout factories," the number of such schools has declined to 1424 from 1746. Teachers unions are only gradually adjusting to the need for accountability in math and reading scores. Duncan's father was a psychology professor at the University of Chicago, and Duncan grew up in Chicago neighborhoods before attending Harvard and playing for the basketball team. Duncan tutored younger school students in the afternoon at his mother's after school program in a black neighborhood on the South Side of Chicago. In 2001 he was made the head of the Chicago public school system by Mayor Daley, where he took action to shut down poorly performing schools and reopening them with new staff. All the time he pushed for greater parental choice, charter schools, new teacher talent and using data to track school and student performance. ...

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As Japanese sales in the USA drop from 4.35 million vehicles in 2007 to 4 million in 2008 and an estimated 3.67 million in 2009 according to CSM Worldwide, even the Prius and the Honda Civic are afected. The Mississipi Blue Springs plant originally designed for the Higlander SUV , then assigned the task of making Prius after the shift to smaller cars, now will not make the Prius. The plant investment will stop at $300 million, with the plant construction being completed but the equipment not being installed, and no plans to manufacture cars there till things improve and the plant is made fully operational. At the same time it is noteworthy that employees Toyota has hired at the plant will keep their jobs. Toyota has not laid off permanent staffers at its plants in North America or any other region despite slowing sales in its worldwide markets. What does this mean? The culture of the United Autoworkers Union developed through the prewar confrontations between the union and the auto companies, and union workers and union officials and company managers came to a consensus through these struggles with the coexistence of high executive compensation and union medical benefits and other benefits and job security. But its not really been a frutiful arrangement as it has constantly been whittled away and eroded to the point of going out of existence even as the union clung on to the old ideas and management just went on with the status quo. Jobs security is nonexistent and jobs constantly cut as plants close, and now high executive compensation will face government oversight with the auto loans. See the link to Business Week which states that the numbers show the auto workersin Detroit union plants pay about 5% of their medical costs as opposed to 30% for workers who have healtcare coverage in the USA. But what good is the additional benefit in an environment where plants are constantly closing and jobs being cut. Is'nt aworker at a Toyota plant with no job cuts but costlier medical benefits better off than his Detroit counterpart? Which is to say with forward looking management that lowered executive compensation and unions that discarded an entitlement attitude and proactively matched its medical benefits to levels to nonuninized Japanese plants, and management that proactively shifted to higher fuel efficency and smaller cars in the interest of energy conservation and good strategy to be level with companes like Honda ad Toyota in that performance measure, wouldn't that have led to fewer plant closures and jobs, and public support across the country including in dealer showrooms?...

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Should Arthur Levinson and some of the team he has assembled at Genentech leave it will be a big loss for Roche, as it was his team that helped bring a series of new drugs to the market such as Avastin, Herceptin, and Rituxan to bring Genentech sales from $1 billion in 1999 to $9 billion in 2007. As drug companies buy biotechs in large numbers, with $70 billion in deals this year almost twice the toal for 2007, the question remains whether the drug companies have succeeded in retaining talent as consolidation yields cost savings but does not improve drug discovery. Drug companies are struggling with this, and a couple of models have emerged for keeping minds engaged in scientific discovery satisfied that they have the freedom to operate as they always have and work with the teams they have assembled, similiar to the work style and in the similiar culture as before. Almost like walking into the offices they use as if its like before. J&J has come up with a hub and spoke model to acquire companies and then leave them alone- preserving their management teams, unique cultures and brands. Centocor was bought in 1999 by J&J and 10 of the top executives stayed on and developed Remicade, a drug for inflammatory disease that has sales of $3.3 billion. Glaxo has developed a new structure under new CEO Andrew Witty, which breaks up the primary research labs into "discovery performance units" or DPUs, which also include new biotech startups. In April Glaxo acquired Sitris, a Cambridge, Massachusetts startup. The company had come up with a new science for tackling heart disease, diabetes and other diseases associated with aging. Harvard trained scientist and CEO, Christoph Westphal, went with Glaxo turning down other companies because the independence of the DPU appealed to him. Each DPU has a 3 year budget and this also appealed to Westphal. He could walk into the labs, says Westphal as if nothing had changed. Is Roche making a mistake in acquiring Genentech when it could have left it alone. Are the consolidation savings worth it if some of the discovery team at Genentech leaves and there is the feeling that the culture will change, and if Levinson feels that he was not consulted about Roche's move. These are questions that remain even when Roche's CEO, Severin, says he does not want to change things at Genentech because Roche's actions will speak louder than its words. ...

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Greg Ip of the WSJ looks at the experience of states such as Illinois and California with lower economic growth than Florida and Texas during the pandemic because of increased restrictions and lockdowns or partial lockdowns. The Biden administration's approach in winter 2021 is to vaccinate as many people as possible, including use of vaccine mandates so that there is less need for the lockdowns that restrict economic activity and growth. In states such as Michigan which are evenly divided between the two parties Republican and Democrat, there is a sense of fatigue with lockdowns. Even with the recent surge in cases putting Michigan in November 2021 at the top of states with the highest number of cases, the state government and local governments sought help from the Biden administration with health teams dispatched from Washington, yet avoided restrictions to economic activity. Greg Ip says of the 10 states with worst job performance 8 had Democratic governors and voted for Biden. The new approach of president Biden is to keep economic activity and push vaccination and booster shots as quickly as can be done. Investments in infrastructure and other action is planned for rapid infusion of needed roads, bridges, with attention to local needs, and broadband to help generate economic growth.  ...

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Ms Constantini is one of the executives who followed Mr. Macri as he became president of Argentina. She is a former CEO of GM Argentina. She was appointed CEO of Argentina's national airline Aerolineas Argentinas. The state owned airline has lost about $5 billion, and loses about $1 billion a year. There is no culture of budgets or revenue at the airline, say people familiar with the airline. Ms. Constantini has set the goal of cutting losses to $260 million in 2016. The goal is to increase revenues and improve earnings to the point where the airline is profitable in 4 years. The new CEO is taking an approach that she sees has a better approach of succeeding. She is getting employees involved in the company's decisions and progress. She carefully tells labor leaders of her plans and seeks feedback. Because it was run more like a government ministry than a performance based airline, says Constantini, the transformation requires a patient and employee involved approach. In 2008 the government of Mrs. Kirchner nationalized the airline previously owned by Spain's Marsans Group. Because Argentines see the airline with national pride, its like the country's soccer team. Sales are up 10% in 2016 and the airline flew one million passengers in July, up 13% from the prior year.  ...