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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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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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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 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.  ...

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The WSJ Editorial Board speaking for the business community traditional Republican groups finally takes up the election on issues of policy difference between Trump run Republican party and Harris run Democratic Party which it should have from Day One. The former president says something that has never happened in the last hundred years- policy will be decided after the election depending on what he decides to do. Cost of Living action is No 1 on voter priorities. "Drill, Baby Drill," is the whole Republican party platform for cost of living action. What is the Harris Democrats policy plan for cost of living action? WSJ says it is spending blowouts that caused inflation, the Green New Deal, entitlement expansions and student loan forgiveness.The real reason for the increase in cost of living comes from the overconcentration of supply chain by American business in China, on which every president Bush, Obama, Trump, did little or nothing. The lack of an effective vaccination program and ineffective vaccines in China by 2021 and 2022 led to the loss of the supplies from China leading to shortages for automobiles parts and other supplies and surge in prices in 2021-2023. Powell and the US central bank correctly raised rates but cautiously and waited for this to correct, president Biden brought manufacturing home through huge investments called the "spending blowout" that brought down the inflation from 9% to 3%. Some of that "spending blowout" went to chips and science to correct the errors of American Business and Reagan-Friedman theory of the Republican party that created this problem with a culture of utter  indifference to the ultimate costs of who makes what and where. The Inflation Reduction Act also tackled higher health and other costs paid by American workers and families, and invested in public services and in repairing the dilapidated crumbling American infrastructure. Are Republicans saying let the roads, bridges, airports, built in the 1940-1960's heyday of American industrialization as China and India's is now, let them crumble? What do the educated minds of the WSJ Board say about coal in China and India and their effects on their massive use multiple times that of US and EU in history, is it not damaging to the environment and why the Chinese realized the health in North China with coal winter use was worse than in South China cut their coal use. Are they saying lets burn fossil fuels and ignore, and if investment has to be made in solar who is going to do it? Is it Ok for Republicans thet we just import from China all our solar panels indefinitely into the future. "Green New Deal" is just a perjorative term, policy has to be made thoughtfully and without prejudice or bias of any sort for the best that we can do for the American people, ignoring so called "right" or "left." Doing what is right, what makes sense, is a lot harder.     ...

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In this interview with Alessandra Galloni of the WSJ following the June 28, 2012 European summit, Monti says Italian spreads with German bonds would be 1200 or something if the Berlusconi government were still in power. Monti later called Berlusconi to say he regretted the extrapolations on spreads mentioned in the intervew that could be seen as banal or abstract. This is taking the phrase out of the context as the comment was made in the context of a question by Galloni asking why Italian spreads were so high even after the actions taken by Monti to improve competitiveness including labor reforms. Monti's answer was that this was because markets are sensing that eurozone governance is weak, that though France has done less reform its spreads are low because people think Germany would never let France go. Monti makes the statement here that the agreement of Europe's political leaders that they would do whatever is necessary to save the euro after the eurozone June 2012 summit, including stabilizing the markets through EFSF/ESM instrument, gives the ECB the political and moral justification to engage in buying Italian and Spanish bonds to stabiize yields at acceptable levels. He just hopes the ECB does not wait till the night before the catastrophe (disintegration of the euro) before it acts, and does this slightly before that time. And his words to Merkel and Germany about the need for ECB interventions to stabilize yields are clearly stated- Merkel risks facing an Italian parliament that rejects Europe and the euro and is not a friend of Germany if the action is not taken.Throughout Monti remains committed to the idea of a economic and monetary union of Europe. To give up on the euro is to give up not just a currency but a civic culture. It is the most forceful statement of any European leader during the eurozone crisis....

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Andy Grove of Intel teaches a class at Stanford- he taught aclass earlier this year- and talks about his experiences. Some see Grove's disciplined management style as areflection of his experience escaping the Nazis from Czechoslovakia. Dr Grove says it comes from his experience at the CIty COllege of New York He recounts this in one of his books, where aparticular Professor helped mentor him but who was in the beginning very tough on the young Grove. Grove says that what impressed him most in those early years at City College was the way hard work and talent were rewarded and where students challenged their Professors without any attention to rank. Interestingly this is still true at many universities, and meritocracy prevails there. The opposite is true when one thinks of this at many corporations which gradually fall into astultifying mode where senior managers are not challenged and politics prevails. GM is a good example. Grove says he experienced this at Fairchild -where he worked with computer chip pioneers Moore and Noyce -with its elitist, back-stabbing and lax corporate culture. Senior executives at Fairchild walked in whenever they felt like, and younger employees were penalized or fired for similiar behaviour. When he took charge at Intel Grove imposed a strict arrival time of 8 am with latecomers forced to sign asheet. He also did not go along with trends like flexi-time and teleworking. He became known as ablunt and demanding manager, but afairminded boss who rewarded good ideas whatever the source. Asked about the strict arrival time Grove says that people don't understand that he was never that disciplined himself and he was not even amorning person. His view is that he wanted to avoid what he saw as aoutrageous double standard at Fairchild. With a better culture he was able to attract the best talent to Intel, and he used the strong discipline to improve the lousy manufacturing at Intel. Three decisions shaped Intel. The first, is the recognition of the strategic inflection point when current strategy is no longer viable, because unanticipated external forces make an existing business strategy obsolete. This happened when Intel got clobbered by the Japanese in the memory chip field it had dominated. And at such moments there are internal forces and inhibitions to overcome that make starting over or doing something totally different extremely difficult. For Intel this was the habit forming tendencies from having done one thing so well- the companies roots and the founders and engineering staff's knowledge and preferences lay in memory chips- such that that it became an emotionally stormy thing to break from this past. Grove made a complete U turn to go in another direction which he describes so well in his book -Only the Paranoid Survive. Timing is critical, and instinct and judgement is all that you have got to rely on. Its like a group of hikers in the woods and after suspecting that they are on the wrong track one of them says, "Hey guys I think were lost." Grove even describes the scene with acomparison to a scene in the World War II movie Twelve O'Clock High, where a new commander is called in to straighten out an unruly and undisciplined squadron of fliers in sel-destruct mode. The commander on his way to take charge, stops his car, steps out smokes acigarette while gazing into the distance. Then he he throws the cigarette down, grinds it with his heel and tell his driver "Okay Sergeant, lets go." Grove says he related to this scene in this decision at Intel, with every fiber of his being experienced this crisis personally, and learned what it takes to claw your way through a strategic inflection point, inch by excruciating inch. He says it takes objectivity, the willingness to act on your convictions, and the passion mobilize people into supporting those convictions. The second and third decisions was less gruelling but also courageous. The Intel Inside advertising campaign meant building abrand with customers even though Intel had never done this before. The decision to not have secondary suppliers and press the issue of manufacturing quality within Intel till Intel got it right also had never been done before. Andy Grove's strategic inflection point is what GM missed and set the process in motion towards bankruptcy. See the links in Intelilinks. The management style is also relevant to that discussion. Grove also provides insights in the Cross-Industry Insight Mechanism. He sees strategic inflectionpoints in autos and health care industries. He says the auto industry is going to be increasingly divorced from oil and the next big company will come in the auto battery technology field. He also believes health care and the pharmaceutical industry can learn from chipmaking. The clinical trials in pharmaceuticals take way too long, are slow-moving and bureaucratic. The pharmaceutical firms can learn from the fast "knowledge turns" in chipmaking, so that cycles of learning are accelerated....