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This part of the West Indies has so much in common with India, not just the cricket from Port of Spain, Trinidad and Tobago. From street vendors to temples there is a constant feel of India in Trinidad. It comes from 150,000 indentured laborers sent by the British from India to work on sugar plantations. Their descendents make up most of the population on Trinidad. Tobago has Afro-Caribbean culture and sounds, in Trinidad temples dot the highways and the music on radio is mostly English songs in Hindi lyrical style. The oil and gas wealth that is seen in the high rise buildings in the capital Port of Spain blend easily with street stalls selling chana masala on flatbread, a staple of Trinidad.

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As Goldman Sachs is about to report its first quarterly loss since 1929 of $2 billion it finally ends its long profit making run. In a Bloomburg interview on December 14, Ace Greenberg an old investment bank hand at Bear Stearns, says the days of investment banks like Goldman Sachs are now past. The old model investment banks are gone.

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Anglo American CEO Cutifani says, "we are looking at every dollar and pulling everything back." He announced job cuts of 53,000, 35% of its workforce over 3 years. There is a sharp pullback by mining companies as the demand from China slows rapidly.

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Is there a lesson in this for the Detroit automakers who have too many dealerships. See related article on the dealership numbers for the Big Three vs. the like of Toyota and Honda. Deere has gone from 3400 dealerships to 2984 dealerships, down 12% in ten years since 1996, so it appears to be a gradual decline, and dealerships are consolidating with stronger partners, or selling out to stronger partners. The number of owners has shrunk at a much faster pace. (Why are auto dealerships able to take this to the courts and not Deere dealerships, as is mentioned in the related auto dealership article? ) Much of this reflects search for improved profitability and stability in a very cyclical industry. Fewer distribution outlets owners and better management of inventory, better parts service with better techically trained staff, and bringing new technology and designs to improve the revenue generating capacity of each machine by reducing demand for expensive labor, is a shrewd way of managing this business. A $100 million dealer organization can better service what is becoming a high tech product, a better hire technically trained people, and better manage inventory. With this setup Deere probably can better manage production to match demand and not let inventory clutter the dealer lots for discounted clearence. ...

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Elvira Nabiullina, 49 years old, former economy minister, works closely with Russian president Putin, and helped setup Russia's entry into the World Trade Organization. Nabiullina will now head the Bank of Russia, Russia's central bank, and is expected to continue anti-inflation policies at the central bank with efforts to preserve the value of the ruble. The transition happens at a time when the Russian central bank's authority has been enlarged to include regulation of financial markets. Russia's economc growth has slowed from 4.3% in 2011 to 3.4% in 2012. The government target is for 5% growth.

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JP Morgan Chase CEO Jamie Dimon's confidence in Ina Drew was based on her hands on abilities, especially demonstrated during the 2008 financial crisis. Current and former bankers in this account by the Times Silver-Greenberg and Schwartz, say things changed in the years that followed. In 2010 Ina Drew was ill with Lyme's disease. The conflicts between the risk taking propensities of traders at the London trading desk under Mr. Macris, and the more risk conscious New York trading desk under Ms. Duersten, had already led to shouting matches under Ina Drew. After her illness and her absence from the office for long periods this spilled out into the open. In early 2011 Ms. Duersten left Chase after 16 years. Her replacement who would be new to Chase could not restrain the risk taking propensities of Mr. Macris and the London trading desk, the way Duersten and Ina Drew had done earlier. Macris and a trader reporting to him, Mr Iksil (referred to as the "London Whale" for his massive trading positions and bets), were free to operate without any restraint in this environment. Ina Drew returned in 2011, but she was not the same hands on person after the illness. She moved to the corporate offices on the 48th floor, instead of being on the floor above the New York trading desk. In 2008 she had held daily meetings with traders required to defend their trading positions. This did not happen in 2011. Jamie Dimon learned about the London Whale in the Wall Street Journal, April 6, 2012. Dimon's efforts in pushing back against stricter regulation, stress tests, and other issues were to lead to the CEO of the 2008 crisis becoming a much more distracted person in 2011. He was taken unawares by the breakdown in the relationship between the London and New York offices of the Chief Investment Office, the changed situation of Ms. Drew, and that risk management controls at the bank were not in place. Risk management overly depended on one person and the trust of the CEO in that person, and was not institutionalized. At the same time it should be noted that Jamie Dimon became CEO of Chase after the acquisition of Bank One in 2005, and Ina Drew was hired in that year, only three years before the crisis of 2008. The merger of other banks into JP Morgan Chase created a bank with $360 billion investment portfolio- even Ina Drew had never previously handled a portfolio of this size and the complex risks brought in with the Washington Mutual portfolio....