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In the second quarter 2011 Goldman's revenue from trading, bonds, commodities and currencies declined 53% to $1.6 billon from $3.37 billion in the prior year. Goldman's value-at-risk, or VaR, declined to $101 million from $136 million the prior year. This indicator measures the dollar amount Goldman has at risk on any day at its trading desks. Goldman plans 1000 job cuts. Goldman set aside $3.2 billion in the quarter for compensation and benefits, a decline from $3.8 billion the prior year. Goldman's CFO says it was harder to navigate the volatility in markets in 2011 because of the political issues that were very difficult to analyze or predict.

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Greg Smith, a midlevel executive at its London office, writes an op-ed article in the New York Times on March 15, 2012, describing the culture at Goldman Sachs as toxic. Smith is from S. Africa, of Lithuanian Jewish origin, and studied on a scholarship at Stanford before joining Goldman.

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Investors compare Goldman Sachs which has retained its trading commodities business with Morgan Stanley which has shifted focus to wealth management and other less risky business. Morgan Stanley's share price has increased more than Goldman Sachs since the 2008 financial crisis, showing the different approaches taken by financial institutions that were battered during the financial crisis of 2008. Morgan Stanley had a change in management after the crisis, Goldman is still being run by CEO Blankfein, showing a key difference between the two banks. Morgan Stanley was battered during the crisis as its share price plunged on rumors in a way and extent that Goldman was not. Goldman was relatively better managed and avoided the frequent egregious errors made by other banks such as Deutsche Bank, UBS, Citigroup, taking fewer risks, leading upto the financial crisis of 2008, though it faced increased public scrutiny in the Abacus case for mortgage securities. It also helped with regulators that Goldman has a tradition of public service with executives working in government- Treasury Secretary Rubin worked in fixed income trading at Goldman, Treasury Secretary Paulson was former CEO at Goldman with strong China connections, and Gary Gensler at the CFTC. Now Goldman gets a larger share of its revenue from trading than competitors and was affected by the sharp commodities price swings in the 4th quarter of 2014. Revenue from fixed income, currencies and commodities trading declined by 29% in 2014 to $1.22 billion. Since the low reached in share price during the 2008 financial crisis, Goldman is up 267%, Morgan Stanley is up 291%. Even as tighter regulation is squeezing returns and banks are required to set aside more capital as buffer for riskier assets, Goldman continues to maintain its focus on commmodities business and trading. Mr. Blankfein and another senior executive Cohen, both got their start in commodities trading which generated about 8.2% of revenues in 2006 when Blankfein became the new CEO. Blankfein and president Gary Cohn worked at J.Aron & Co., a coffee importer, when it was acquired in 1981 and the location moved to Goldman's former headquarters in New York. The commodities business took off with China's surge in demand for metals and other commodities. Goldman's traders buy and sell aluminium, crude oil, natural gas, soyabeans, sugar, and derivatives. Goldman's revenue of $34.53 billion in 2014 has declined from $45.17 billion in 2009, and Goldman has reduced its balance sheet by a quarter. Net income increased in 2014 by 5% to $8.1 billion. But other than these changes Goldman unlike Deutsche Bank, Morgan Stanley, Credit Suisse, Barclays, has not let its commodities trading business shrink. Goldman's commodities division is headed by Gregory Agran and co-chief Guy Saidenberg in London. Goldman says CEO Blankfein, "remains unabashedly an investment bank," and is waiting for economic conditions to improve....

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Spain's new monarch, Felipe, brings a background of being carefully trained for the new position say most people in Spain from experts to taxi drivers, and brings educational training to understand the complex economic and constitutional issues facing modern Spain. He studied law at the Autonomous University of Madrid, and did his graduate education at Georgetown University in international relations. One columnist and constitutional scholar, Carreras Serra, says the prince has helped bring focus in meetings with government officials, and can skillfully conduct discussions on difficult topics of economics or constitutional law. His abilities are sorely needed as Spain navigates through a period of economic hardship with high unemployment, especially among the young. Relating to young people will be key test for Felipe and the monarchy. He starts off with considerable goodwill as 61% of Spaniards polled have a favorable opinion of him. Two leftist parties in Spain which view the monarchy as unnecessary for Spain won 18% of the vote in European parliamentary elections in May 2014, with the two main parties of post war Spain, the Partido Popular and the Socialist party, polling below 50% (a similiar situation in UK and France), provided a signal for Juan Carlos's abdication at 76. Spain's modernization was made possible by putting behind divisions from the traumatic twentieth century conflicts, and continued economic progress will require the same degree of skill and renewed committment from all parts of the political spectrum in Spain. Because of liberal tendencies existing in a conservative culture and history, Spain's best years and progress depend on keeping the social and political fabric together without divisions, and the monarchy earning and reearning its trust -side by side with the main political parties and young people seeking a better future- to keep it this way through coming generations....

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Efforts by management at Goldman Sachs to correct errors from the period before 2009 and improve its business practices and image.

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With the rushed approach adopted by the Trump administration not enough consideration was given to winning support in the House from 25 conservatives in the Freedom Caucus. Without their support the bill cannot be passed in the House of Representatives. The fight also includes one over what are essential health benefits including whether  maternity care would be included. As a result some moderate Republicans are also expressing opposition on the grounds that less people will be covered and fewer benefits will be provided under the Republican House plan called AHCA. President Trump has not involved himself in the details, and the bill comes very early in the first 100 days, leading to the perception that health care has become a partisan conflict without really grappling with the problems of high cost of health care and creating a solution that all can support. Democrats are seen as having made the same error early in Obama administration's first term. President Trump sees this as a much needed win with a drop in his approval ratings, making this even less of an effort to come out with a good plan.  ...

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Fiat under Sergio Marchionne has come a long way since he joined in June 2004, and has since executed a most remarkable recovery. At the time he joined in 2004, Fiat was only using 70% of its 2.5 million capacity. Now by 2010 Fiat expects to make 3.5 million vehicles. At the time debt was 4.4 billion euros and cash flow was draining at a rapid rate. The $2 billion from GM as part of their agreement, came in handy to make several new car models. But Marchionne had to start with a whole new team, and tear up the old ways of doing business and the old hierarchy and management. He put a group of younger managers in charge, and brought in a style that was open honest and straight talking, with plenty of direct communication. By 2007 on the back of the Punto and the Fiat 500 and the Bravo and other new models, Fiat had made a record profit of 3.2 billion euros while eliminationg its industrial debt. Its a new way of doing business in Italy. Marchionne had moved quickly and decisively in making changes at Fiat. He flattened out the structure, and gave a small number of younger people the freedom to take the initiative. He also put the former design chief of Pininfarina in charge, and brought all the designers together in Turin's Mirafiori complex in Oficina 83. He put design at the core of the manufacturing process, and cut time to build new models for the Bravo and Fiat 500 from design freeze to production to 18 months from 26, by relying entirely on computer simulations and not building any prototypes. He also gave designers freedom, and took risks when it came to styling to come up with really original and exceptional designing. He also continued developing Fiat's advantage in fuel efficiency of its engines, so that its engines have lower average emissions than any competitor. On the other hand Fiat has been slow to take advantage of the growth in emerging markets in India, China and Russia. Russia for instance will soon become the largest market in Europe, larger than Germany. Fiat shows that the right manager can and does make a difference between disaster and making a big success. Alitalia is now in the situation that Fiat was then, it isstruggling to find its future. With Chrysler's collapse in the US, and the efforts to revive Chrysler, these are lessons applicable in the US also. ...

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A lawsuit was filed against the Indian Government in the state of Karnataka on July 5 challenging the removal of tweets on Twitter social media site that could disturb the social fabric in India. Does a foreign company know what is best for a country of 1.4 billion people with 22 languages in the Eighth Schedule of the Constitution of India? Or is it merely a pretension brought out by the chaotic spread of technology in the US and in the world without regulation of any sort leading to many egregious faults and damage to society.  Even the Indian government has to think hard and make much effort to find what is best in the culture and traditions of India's best leaders, and its long history back to the period of Lord Buddha and the Vedanta in 653 BC, what India should take forward. To combine this with the best that India has learned from Britain and Europe in science and technology, and the best environment for science and technology to be nurtured. The following languages are in the Eighth Schedule of the Constitution of India- Assamese, Bengali, Hindi, Gujarati, Kannada, Kashmiri, Konkani, Malayalam, Manipuri, Nepali, Marathi, Oriya, Punjabi, Sanskrit, Sindhi, Tamil, Telegu, Urdu, Bodo, Santhali, Maithili, Dogri. Most Indians cannot even list these languages and never heard of some of them. Most Indians are still learning about the depth and history of their country and what has held it together culturally and as a people. Forget about Twitter being able to list them much less know about where India should be headed in the 21st century. Or is it a pretension so called tech companies make these days without reflecting on what this means. It took India and Indians hundreds of years just to get to the point where they can reflect on the history of India. The struggles shown on The Residency park at Lucknow (1857), and at Dandi Salt March (1930) led by Mohandas Gandhi, are merely the more recent, with ones before that, and before that into the mists of time.  Even after colonization India is unique, seeking after the leadership of Mohandas Gandhi to find the best that it can learn from other countries in Europe and the US to shape its future, and fulfill the aspirations of its people for a better life. Hundreds of millions without water or cooking gas in their homes, their aspirations, and the aspirations for decent housing, for a Clean India with the infrastructure that Europe and America take for granted. That is the burden shouldered by the leaders and the government responsible to society of 1.4 billion people that speaks in 22 languages. And shared in a larger sense by 1.8 billion people in Asia all the way up to the Indonesian islands that also share these aspirations for a better life.   ...

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The practices of Bain Capital under Mitt Romney, as it merged management consulting with private equity to take stake in companies that it would be asked to turnaround. The main focus for this type of investing was to harvest as much capital out of the acquired company as early as possible, leading to management decisions that were driven by this overriding aspect. This meant large layoffs to reduce costs, loading the company with debt which in many cases led the company to bankruptcy yet benefitting the investors. The practices were adverse to the accumulation of human talent.

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Japan's Sanseito anti-immigration party gets 7 seats, enough to deprive the ruling LDP-Komeito alliance of its parliamentary majority. Prime Minister Ishida of the LDP party may not last more than a few months. The LDP seems to have lost its way like the Democrats in the US. A recent article in NYT says LDP wanted to bring in 60 million tourists to Japan each year to boost the economy. Yet Japanese people in cities have a hard time handling 40 million tourists in 2024, with reports of disturbance of the once quiet life in city neigborhoods and failure to adopt the culture and language of Japan. Reports of migrant/tourist or immigrant crime get much press coverage. Japan has 124 million people and birthrate of 1.26 below the birthrate of 2.1 needed to stabilize population. Business asks for new immigrants to fill unfilled positions. The public has different ideas and the migration is causing disturbance in traditional way of life in Japan. Similar to what is seen in the US and Germany in more striking ways. The nationalist parties including Sanseito say even if the population falls to 100 million this is more than the population of 90 million in Germany, and is enough to sustain its economy. Use of robotics and AI is not talked about as much but offers Japan, US and Germany, a way to make up for the loss of foreign labor. In essence both American, British, Spanish, German, French, Italian, Austrian, Dutch, Danish and Japanese society share a yearning for traditional ways of life that are being ruffled and disturbed by the migration, immigration, or over tourism affecting their countries. Politicians need to pay attention to people affected and not live isolated in their own neighborhoods from the people in other less sheltered communities and neighborhoods across their countries. ...

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The competing visions of Li Shufu of Geely, Volvo's new Chinese owner, and that of Stefan Jaccoby, CEO of Volvo. Volvo is known for a family friendly car with fuel efficiency and safety. Geely's vision for Volvo is a luxury car that will compete with Mercedes S class and the BMW 7 Series, and Lexus in the Chinese upscale market. The problem is that China is less than 10% of Volvo's worldwide market and Jaccoby wants to keep these customers who buy the Volvo as an understated family friendly car that emphasizes safety and fuel efficiency. Geely executives are moving in another direction and are focussing on the fast growing market for luxury cars in China. This segment is dominated by Mercedes, BMW and Lexus, who sell 90% of the cars in this segment. Such a strategy would depend on gaining acceptance in this segment, which is highly uncertain. It also risks alienating customers around the world who look at Volvo in a certain way, just as Subaru owners in the U.S. look at Subaru in a certain way. The culture clash is also reflected in the backgrounds of the two executives. Jaccoby, is quiet in manner, studied at the University of Cologne, and worked at VW before joining Volvo. Li Shufu is a son of former farmers who built Geely from humble beginnings in a rural area of China. Li wanted to move aggressively and build three plants in China. Jaccoby persuaded Li to make plans for one plant and make agradual expansion. The design of a new Volvo shown recently in Shanghai also represents a compromise. The design is called Concept Universe and gives a larger and different look for the Volvo....

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The cultural shift as jobs in investment banking are not the status jobs anymore.

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When Manmohan Singh and Wen of India and China said in Beijing that the people of both countries were united in their aspirations for the future this was very real and sincerely stated. Geopolitics is somebody's game who does not know his own country, people and history in these long neglected parts of Asia. Here in India or China in different ways its these aspirations that matter. India is desperately trying now to improve schooling after years of neglect for the country's rural poor, where the quality of government schools is startlingly poor. The figures are dismal. In general only 1 in 10 college age Indians go to college. But its worst at the lower poorer parts of society. Among the poorest 20% of Indian men half are illiterate and only about 2% graduate from high school. For the top 20% of Indian people only 2% are illiterate and 50% are high school graduates. The problems even as the government pans to triple spending in the next 5 years run deep. There is no motivation among school teachers because for years the schools have been neglected and there is no education culture in poor villages, teachers are poorly trained if at all, they are late or absent and there islittle discipline and education ethic. Parents are very poor and do not understand the value of education and want to pull children out of school to earn wages for the family as migrant labor. The parents are illiterate or poorly educated so there is very little help at home. And there is corruption as some of the money to be invested in school buildings, equipment, lunches, teachers, etc is stolen or goes to bribes. There are some dedicated people but they get washed out in the midst of so much apathy, lack of conviction, corruption and lack of motivation among teachers parents and village officials....

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The BBC looks at the divisions left behind by the Brexit campaigns and the healing needed for Britain to look to the future. Prime minister Boris Johnson has called for healing divisions. What is meant by "healing," and what is needed to do the healing. To understand this one needs to know why people feel strongly. One of the dangers in describing people, places and regions as "Leave" or "Remain" is that no place is entirely one or the other. Even in the most pro-Brexit places as Lincolnshire a quarter of people opted for Remain. In London called a "Remain" city more Londoners voted to leave the UK than voted for the Remain supporting Mayor. New polling done for the BBC gives one a better understanding of core beliefs. The phrase "influences from other countries and cultures makes Britain a better place to live" was preferred by Remain voters. The phrase "Britain will be stronger in the future if it sticks to its traditions and ways of life" was preferred by Leave voters. Leave people were more likely to celebrate Britain's history, heritage, Christian tradition and national identity. What the BBC points out is that the two ideas are not exclusive. This is also suggested in the percentage of Leave and Remain supporting their core beliefs, which hovers around 50 to 55%. Part of the problem is the way politics is organized to be for or against, part of it from echo chambers and living in relative isolation from people with other ideas, sort of in different bubbles. This means getting everyone out of their comfort zone to embrace what they have "More in Common." Organizations and institutions need to work to bridge divides not only in Britain, but also in the U.S. and Europe, with more people to people interface and more of the conversation shifting to beliefs held "More in Common." Wanting to value one's own culture and traditions and wanting to be part of the global conversation are not mutually exclusive ideas. This is the key point, and a balance has to be found between continuity and change, between respecting traditions and grappling with change, and most importantly listening to unheard or neglected voices.  ...