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Jena McGregor's interview with Ben Horowitz of Silicon Valley. Horowitz says its best to keep the founder as CEO, because its harder to teach a professional CEO to innovate, than it is to teach a founder to be a CEO. Better to take the advice of one football sports team owner to his coach when told about injuries and problems: "Nobody Cares. Just coach your team." Best to focus on the task ahead than to get overburdened by thinking about the hurdles. Many companies make the mistake of overhiring and finding they are in trouble when business falls off. At that time a moment of honesty is essential, even though a trust with the employee has to be broken, one cannot hide or blame the employee- only by saying we screwed up and planned the business the wrong way, can one make an honest effort to recover. Not making the honest assessment and being frank with oneself and colleagues can be fatal for a young company. Andy Grove of Intel, cites this example in his book "Only the Paranoid Survive," - to shift out of the memory chip business and close plants was essential once it was clear the Japanese had an unsurmountable edge, a long term move into microprocessors had to start now for Grove and Intel in 1986. An outsider's impersonal logic and no emotional involvement had to be Grove's mindset, as if he was replacing himself as the new head of the business, going out one door and coming back in. Panasonic's moves in 2013 under CEO Kazuhiro Tsuga to exit the plasma television business and focus on new business opportunities, including electric car batteries, is a recent example. On motivation or purpose: no big vision has to be announced and repeated- it is enough to make being a good company at what you do the end goal, make craftsmanship or doing the work you enjoy and can contribute in the end goal and purpose. The modest and straightforward is enough reason for existence and doing very well. How important is training? A lot, a great deal more than one can imagine. People can be talented but not productive. Companies that have good and extensive training programs can do much better than companies that lack these programs. Managers who can continue this with on the job training are also valuable to build on training programs. Sony's Akio Morita personally interviewed new hires, new engineers joining the company at all levels- it is really the contribution of the thousands of engineers that he personally interviewed that built Sony into a global pioneer in electronics in his time. He says the future of the company is determined by the people the company hires. Goes even further, by saying the fate of the company is in the hands of the youngest recruit on the staff. Horowitz finds Jim Collins as management writer a bit abstract and mushy, he prefers Intel's Andy Grove and his books such as High Output Management, as more specific about how to manage business. One could add "Made In Japan," and Morita to the list....

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Awareness about climate change is increasing. A poll in 2017 shows 61% of people in 38 countries seeing it as a big threat. Only terrorists inspired bigger fear. Even with the U.S. withdrawal from the climate change agreement many cities and states in the U.S. including California and New York are committed to the goals set in the Paris Accords. China is making a shift away from coal and fossil fuels. Yet the huge demands in Asia, particularly India as it shifts from a rural to an urbanized economy, mean that the shift away from fossil fuels is going to be very difficult. In the last decade 2006-2016 energy demand in Asia increased by 40%, according to the Economist, oil and coal use increased by about 3% a year and natural gas at 5.2% a year. Solar energy and wind power use is increasing and solar becoming cost efficient. Yet Asia still depends on fossil fuels. Even the use of electric cars in China as it pushes for higher numbers of electric vehicles means use of energy coming from a electricity grid powered two thirds by coal, producing more carbon dioxide than some very efficient gasoline driven car models. There are short term costs in the shift from coal but this comes with a better cleaner air demanded by urban residents, and less costs in health. In certain countries like India the costs are to be balanced with the need to tackle rural poverty.   ...

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Manufacturing could be the bright spot for the U.S. in 2021 and the years ahead. The pandemic has hurt industrial production in the U.S. in 2020. This brings manufacturing in the U.S. to a new low. This report in the WSJ says there is hope today because negative trends are about to be reversed. During three decades since the eighties three trends hurt the U.S.- lack of sustained capital investment, noncompetitive labor costs, degrading infrastructure.  To make the reversal of these trends and raise American manufacturing to what it was after World War II attention is being paid to these negative trends. The response- a quick recovery from the recession,  localization of supply chains, technological advancements to close the gap with competitors. By market capitalization on S&P 500 the U.S. manufacturing industrial sector was 15% in 2000, in 2020 it is 9%. Hope today lies in the determination to reverse the trends in this sector and regain leadership. Even in the aerospace sector the determination and legacy of American manufacturing is strong. Recently the WSJ ran a story on how David Farr, the CEO of industrial company Emerson Electric, which makes automation equipment for factories and aerospace parts based in Ferguson, Missouri, managed his company through the pandemic so that it was posed to return quickly to full production. Against all the hurdles he would not give up and fought hard in each battle with suppliers, governments and the pandemic.This bodes well for American manufacturing coming back on quickly even in tough markets such as aerospace and automation. Other factors WSJ mentions are quick reversal in hit to earnings, robust demand. Consumables have sprung back up fastest, but automobiles are also holding up in demand. This leads us to the localization of supply chains. Companies realize the risks of tensions in the South China Sea and technology theft today in a way that they did not before and this is changing the mood resulting in plans to move production onshore. Warnings from the Trump administration played a role with new tariffs on Chinese imports. Shipping products halfway around the world no longer makes sense, especially in losing control of supplies. Emerson depended on production off shore in China and other countries and panic from the pandemic set in quickly that everything would come to a halt as supplies stopped coming and Emerson could do nothing. The economics WSJ points out are also different today with labor cost inflation in China and labor cost deflation in the U.S. which improves U.S. competitiveness. To make U.S. labor cost competitive with China says Scott Davis in WSJ, one has to make the same quantity of product with half the employees, and this is now possible with automation technologies in 2020. The result is that even at this low point in manufacturing one can see the future is bright for the USA as it moves rapidly to rebuild the strength in manufacturing it had for most of the twentieth century. ...

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Entergy is one of the largest energy companies. Its CEO for nine years, Wayne Leonard, talks to Joseph Rago of the Wall Street Journal. Its the No.2 generator of nuclear power in the USA, and uses coal for only 7% of its energy. He has made his name in nuclear energy, and here he talks about the government's cap and trade program and nuclear energy. He points to today's technology as far superior to the technology that was used in the Failed Three Mile plant, that put back nuclear energy plants in the USA for decades. He believes that price signals are needed for CO2, and the cap and trade program helps to do this, so he supports the cap and trade program. He admits that self interest colors perception of Entergy, compared to coal using utility producers like Duke Energy and American Electric Power. With coal only 7% in its portfolio of plants, and big in nuclear energy, it stands to gains from a cap and trade program, whereby Congress will set a ceiling on emissions, then allows businesses to sell any of its extra allowances that stand for the right to make emissions. And in doing so creating the largest commodity market, in carbon backed securiites. He and the government agree on the point that the allowances should be auctioned off, rather than given away as the companies with many coal plants believe. And the billions in new revenue from these allowances would be returned to the public. He understands that the view of companies like Duke and AEP, that use coal and would have to increase rates, and face the anger of ratepayers as they pay more for the allowances. He also thinks the bill should be written with a fine pen, so that if Congress mandates 20% of energy come from renewables. That it should specify replacing coal not natural gas as what this replaces, to get rid of the most polluting sources. He points to the real need for looking at things globally, as doing things locally, even to show responsible leadership in the world community, can lead to no progress in the global picture. The reason is that China is going ahead with the rapid construction of conventional coal plants. It has surpassed USA coal capacity, and is on track to double it sometime in the next decade. If the USA closed down every single coal plant, and all the time new coal plants are going up in China and India, then we would have ruined our economy, and it was'nt making much difference globally. And he says, if we just say lets lead and people will follow us, "its silly", because China isn't going to follow us, especially when they have $2 trillion invested in their coal plants, and they still aren't feeding feeding all their people. So how to deal with this? Develop the new technology for carbon capture for existing conventional coal plants, and help the Chinese with retrofit technology to curb emissions in a realistic manner. At this time most current funding is devoted to technology for second generation systems, that are still 10-20 years away....

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Justin Lahart points out that concealed in the good profit performance of Ford Motor for the third quarter 2012 is a cause for concern. Ford market share of light vehicle sales in the U.S. market declined to 15.3% in the first 9 months of 2012 from 16.6% in 2011, according to WardsAuto. Ford's quality in the Consumer Reports' annual reliability survey shows Ford ranking 27th of 28 brands.

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Energy Conversion Devices, a Michigan company, is providing the solar electric system for the largest rooftop array, 12 megawatts, to a General Motors assembly plant in Zaragoza, Spain. This project uses solar devices manufactured in rolls like carpet runners. Veolia Environment and Clairvoyant Energy will lease the rooftop space from GM and operate the installation. Spain has become a center for solar installations as it offers large subsidies, 0.42 euros or 66 cents for each kilowatt hour, this is about 5 times the average cost of a kilowatt hour in the USA. Energy Conversion plans to produce 150 megawatts of cell this year and recently raised $400 million an dannounced plans to build cells for 1 gigawatt or 1000 megawatts. Solar arrays on houses are only a few kilowatts and 1 megawatt can run about 1000 window airconditioners simultaneously while the sun is shining.

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Wagoner became President at age 45, CEO at age 48. So you would think that young blood is coming in to GM, but that does not appear to be the case. At the Board level most of the Board members like George Fisher formerly of Motorola, have been around for a long time, and there does not appear to be new blood that would bring in fresh thinking. And serious decisions about investment in developing new technologies to develop fuel efficient cars, like hybrid technologies, electric and other alternative technologies, diesel technology, have been held up for years at General Motors. The way decisions are made on such issues with Board members voicing their opinions more than wrestling seriously with the issues, shows serious shortcomings of management and the Board. At key points of decision making the CEO and key members of his team had not prepared carefully, and Board members did not come up with serious thinking on the problems facing GM. It, appears that the investment in technologies to develop fuel efficient cars much earlier, long before they were finally being addressed in 2006, was a failure of Wagoner's management and of the Board. Management discussed this but continued to be mired in old ways of thinking that continuing with the status quo- cars with existing low fuel efficiency- would not expose GM to illwinds as preferences changed. Its clear from the description here of discussions within GM that the old thinking is quite entrenched at GM, and Wagoner just was not the kind of person who could vigorously articulate a new vision for GM. A couple of things are noteworthy in this account of management indecision at GM. When fuel prices began hurting sales of SUV's and large vehicles in 2005, efforts to get a decision on investments in new technologies for fuel efficiency for the whole product lineup failed at the Board level in an April 2005 meeting. One Board member saying at that meeting, that" do we want to lose another billion dollars in developing new technology for fuel efficient cars." And no one calling him to account that the remark still did not address the point that GM had to respond to the changing market and world oil dynamics, and not just hope for the best, as GM had aggressive competitors, and faced continually diminishing role in the market place for the entire decade of the 1990's. While April 2005 was already at the tail end of the previous era of gas guzzling cars and a decision then would still not have shown a forward looking vision of things, it was not until 10 months later that a decision was reached. And this almost from necessity, as oil prices jumped in 2006 after hurricane Katrina, and by this time President Bush was also calling for higher mandated fuel efficiency standards. The other noteworthy point here is that by making the changes so late in the game, GM had to compress the development cycle for new and some cases unknown technologies into short time frames. If the ingenuity of its engineers comes to its rescue it still faces another hurdle that of cost, because the technologies have to be perfected and improved, so that the costs are low enough for customers, and importantly comparable with what it is costing competitors to make the same fuel efficient technology engine or other part. Which is why one Honda executive remarked, "GM like everyone else is serious about this, because they have to be, but how many of their hybrids and how many Volts will they sell? Their technology is very expensive." Even if GM develops the Volt electric car by 2010, GM will need a whole range of fuel efficient technolgies to power its large product lineup. Its just to hard to avoid the conclusion that this is going to prove costly. All the dragging of feet and indecision, and failure to prepare GM for a different world in case something drastically different from what was expected happened, will prove very costly especially considering how aggressive and well financed some of the Japanese and German competitors are. It also hard to avoid the conclusion that there is too much bureaucracy at the large auto companies, and getting new blood and new ideas and fresh thinking is tough in a place where everybody agrees with everybody else, and there is uniformity of thinking. This makes it difficult for any original or wayward types to thrive. These bureaucracies look up to the top for direction. Initiative is discouraged on one hand, and at the same time even if a new direction is taken at the top. a lot of resistance can be expected to implementing it throughout the company without persistent persuasion and reminder of new facts and realities. This is true for both Wagoner and Mullaly as they face the skepticism of subordinates to new direction. Mullaly for instance has to remind his managers that large vehicles are only a small percentage of the entire global market, and if Toyota is making money in small cars so can Ford. See the link to this. Is Toyota immune from bureaucracy type behaviour throughout the company? Not really, Toyota's chairman emeritus came out of retirement in fact and went out of the way to caution its CEO and management about their complacency a year or so before. Shoichiro Toyoda personally intervened to caution against too much expansion in the US and climbing wage costs, and other risks they perceived such as the company managers in the USA appearing to be resting on their laurels. See the link to this. A lot of discussion is probably going on within these companies about the present state of affairs, and considerable anxiety for what the future will bring. It may be useful to ask the question is there something that makes it difficult for once successful organizations -now with entrenched bureaucracy and set ways -to put forward leaders with vision and foresight, till it becomes very late? The vision and foresight about where their markets and the world is heading, and the ability to move their organizations in that direction. Or to break out of old patterns of behaviour and thinking....

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Muhammad Azhar Ali, factory manager for National Foods plant near Karanchi, Pakistan, describes what it is like running a manufacturing operation in Pakistan. National Foods is the largest manufacturer of pickles and other spice products in Pakistan. A big problem is the lack of security and terrorism. This remains a constant cause of anxiety for business people in Pakistan. Its like being in a war zone says the National Foods chairman Abdul Majeed. Another major problem is lack of reliable electricity supplies. Supply of electricity is only one third of national demand in Pakistan. Larger companies such as Lucky Cement generate their own electricity, with Lucky Cement producing 150 megawatts from its plants. Smaller companies like National Foods rely on diesel generators. To conserve electricity many factory, floor office and bathroom lights are turned off. For workers the lack of electric supplies and high inflation affect lives in many ways. National Foods has a weighing department and assesses workers picked up from many parts of Karanchi to see if they are fit for work or are unduly stressed from poor living conditions. This is a side of Pakistani life that is rarely touched on-the daily lives of workers and managers. Ali works harder than other production managers in other countries because of the power shortages and lack of security. He would like to devote time to increase productivity and be more like other production managers. The war with the Taliban has cost Pakistan $68 billion in destroyed infrastructure, security costs, lost foreign investment according to one estimate. ...

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Because of government duties on imported car parts and higher production costs and lack of competition Toyota's hybrid Prius costs $40,000 and Honda's Civic hybrid costs $38,000 in China. The same hybrid costs $21,000 in the USA. a huge difference in price. So Toyota only sold only 414 hybrid Prius cars out of 5.2 million sold in 2007. At these prices buyers can afford a more expensive car or SUV. So the hybrids are coming in on cars like the Buick LaCrosse. In China hybrid owners are status conscious and expect a bigger and better equiped car so there is a cultural difference at work here.

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GM has advertised the Volt and it can't just back off from it without losing face. New battery technology is needed sy experts before the Volt can be manufactured and there is no plan to put such a battery plant up. Meantime the new Volt has been given a target date of 2010 for a new plant in the GM-UAW agreement.

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Difficulites facing Chinese auto manufacturers making for export include safety, styling. In manufacturing it includes systems integration, getting the car to come out just right for western customers. And the low end of the market is disappearing compared to where the Japanese found it 40 years ago, as greater reliability keps small cars on the road longer and the time to make is also shrinking as other joint venture models such as Honda are already being manufactured in China for export. All this means exports to the states by companies like Geely will take a few yeas longer maybe 2009-2010 and it gives Detroit car makers on less thing to worry about.

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Japan's regulatory structure for the nuclear power industry is weak because of the dual role played by the regulator- Japan's Ministry of Economy, Trade and Industry. It regulates the nuclear power industry, and also promotes Japanese nuclear technology in Japan and overseas. The tasks are separated in the U.S. The Nuclear Regulatory Commission supervises nuclear plants in the U.S. It is independent of the Department of Energy which does research and promotes nuclear power. An earlier effort to correct this dual role arrangement in Japan failed, when an independent Nuclear Safety Commission was created under the cabinet. This body was never given the authority to inspect companies and mandate changes. A body that supports the commission has 4000 scientists and staff. It does research in nuclear technologies, but it has ended up becoming nothing more than a think tank, in the words of a former commission deputy chairman. What makes this situation worse, is the practice of amakudari, or "descent from heaven," a practice in Japan where senior Ministry officials retire young and take up positions in the private sector at companies like Tokyo Electric Power Company. In recent years most of the retired officials have taken positions in the energy sector. In fact Japan's Bar association investigated problems after a 2007 earthquake that shutdown a TEPCO nuclear plant. It recommended an independent regulator. The Democratic Party of Japan supported this idea before taking power in 2009. ...

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This is a WSJ special report on Nissan and the failure of Carlos Ghosn's management style at Nissan leading to deep discontent in management ranks and employees, and also in Japan. Ghosn failed to invest in Japan seeing it as an aging society, and preferred the U.S. for investment. This was an affront to many Japanese, not just Nissan employees.  A big problem was that Ghosn's salary was larger than that of all nine top Nissan executives combined. Even during the 2008 financial crisis and cost cutting Ghosn's salary was understated by using accounting methods not approved by its auditor Ernst & Young. Under new Japanese rules oversight on compensation was given to Mr. Imazu who had to uncover the different shell companies that were used to shield the compensation and benefits going to Ghosn from public view. Lack of transparency and frugality was a major issue as one Nissan executive put it- "where is the transparency, and where is the frugality." New laws introduced in Japan in 2015 required release of compensation for any company executive making more than $800,000. Under these rules Japanese prosecutors were able to investigate the situation at Nissan.  In the end when the CEO of Nissan, appointed by Mr. Ghosn announced the arrest and detention of Mr. Ghosn, the Japanese audience applauded, showing how deep the discontent was in Japan. On November 19, in a carefully managed operation that would make a detective type story Japanese prosecutors arrested Mr. Ghosn as his plane landed in Tokyo, and arrested his assistant Mr. Kelly on the same day after his plane landed and his car was taken off the road to a rest area. Ghosn story has also its management lessons as this type of hard driving management with time spent jet-setting more than in contact with people and employees of the company is becoming unpopular. It is bad for employees and presents a rather unhealthy lifestyle, lacking any kind of role model for the rest of the company and society where the company is located. In this case not just Yokohama, but all of Japan, which resented the way it was treated. Recent articles have highlighted the situation at other companies. The General Electric story about the failure at GE in the U.S. - also explored this week in the WSJ -tells a story of hard driving management style of some executives that is increasingly becoming unpopular. A more thoughtful management style, with mindfulness, not based on personality or ego, is more productive leading to better decisions after taking in all views and enabling participation of other top and middle managers. ...

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Pakistan has always suffered from tax collection that is some of the poorest in the world. This leaves little money for badly needed infrastructure and roads. At a time when countries such as Indonesia and India are rapidly building roads and infrastructure, Pakistan depends on projects and financing almost entirely from China.  This means dependence on foreign debt financing such as that of the $2 billion Orange Line, Pakistan's first Metro line in Lahore. This is one of the first projects one of $16 billion in projects started from a planned $62 billion under China's Belt and Road Initiative. The problem is that taking on so much debt leaves Pakistan dependent on Chinese financing, with increased debt payments leading to a debt crisis. External debt will double to over $100 billion from a little over $50 billion in 2013, according to the IMF, reaching 30% of GDP. External financing needs have doubled from 4% of GDP or about $10 billion in 2013-2015 period doubling to over $20 billion and 8% of GDP. A steep increase in debt in a space of only 3 years. Pakistan faces problems similar to that faced by other countries including Ceylon, Burma. Pakistan has fallen behind on debt payments for electricity projects, because of problems getting Pakistanis to pay electric bills. Other problems are that the projects use Chinese workers and Chinese contractors so that they do not generate jobs the way projects would normally generate domestic jobs and growth including pushing domestic firms up the experience and knowledge curve in construction and technology. The opaqueness of the deals lead to a lack of required transparency. The projects also lack the almost zero interest financing from Japan of projects such as the first bullet train in India on Mumbai-Ahmedabad corridor because of the lack of negotiating leverage and other problems.  By early fall 2018 Pakistan is expected to seek IMF financing, which would lead to conditions set by the IMF on how much it can borrow and spend under the Belt and Road Initiative, known as the China-Pakistan Economic Corridor or CPEC. This means effectively that the Wst will bail out a country after investments under the Belt and Road Initiative. ...