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At a meeting of GM engineers and Continental- which manufactured the Cobalt's diagnostic modules on May 15, 2009- the faulty ignition switch defect was confirmed by repeated verification of data from many car crashes. No evidence shows this was shared with senior managers. GM filed for bankruptcy in June 2009, two weeks later, and this could be the reason as the situation could be chaotic in managerial ranks. It was tnot until Oct 29, 2013, when GM officials met with the supplier Delphi that the issue comes up again. Records for the meeting showed clearly the defective switches were made at a Delphi plant from 2004 to late 2006. A part change had led to the defective switch. It is the period between 2009 to 2013 that GM has no answer for, as public opinion increasingly looks to GM for answers on why it took so long to make the recall. At Toyota the footdragging in managerial ranks caused the problems for the recall. At GM the problem simply disappeared at the lower levels as the company went through a bankruptcy and emerged from bankruptcy under new management....

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After public opinion comes out against it, the Obama administration decides to end the NSA's bulk collection of phone data program in March 2014. Under the decision the phone companies will not be required to keep the data for longer than 18 months, as it was determined that older data was not as useful. And the specific phone records can now be obtained ony after permission from a judge with a new kind of court order. The bulk collection of phone data program was justified by Section 215 of the Patriot Act, passed under the Bush administration to tackle terrorist threats following the 9/11 attacks. That program was outside any judical oversight. In 2006 the Bush administration Justice Department had the Foreign Intelligence Surveillance Court authorize the program. Under Section 215 the FBI is able to get court orders for records relevant to an investigation and this authority was broadly interpreted as allowing NSA collection of bulk phone data.

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Apple's effort to setup a TV streaming service with the help of Comcast.

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The cancellation of the G-8 summit in Sochi, Russia, and the planned G-7 meeting in June 2014 in Brussels.

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Don Knauss is CEO of Clorox. Here he describes the things he looks for in new hires and people working in the company- passion for work, ability to work smart (analytical, creative capabilities), mentoring ability (how they develop people), informal manner (not tied up in hierarchy), and values (especially integrity). He says the more authority one has the more one relies on persuasion, as this tells the people around you, you are OK- someone they can trust and work with. Knauss sees leadership as being dual, a head part and a heart part. The head part not more than 3 things to focus on, easily distilled and incentive structure aligned around it, the simple fundamentals communicated over and over. The heart part is about the people and caring for them more than you care for yourself.

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Lack of meaningful reform of credit rating agencies by 2014, 6 years after the 2008 financial crisis.

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Lower corporate governance standards on the NYSE and the NASDAQ stock exchanges in New York are raising concern of large investors. London and Hong Kong exchanges do not allow corporate insiders who collectively own less than half of their companies stock to exercize control through dual share structures and other mechanisms.

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A advisor to U.S. president Obama lists the gains in U.S. healthcare made by March 2014, after the passing of the Affordable Care Act or Obama healthcare law. He cites on access to care the reduction of the percentage of uninsured Americans from 18% in the middle of 2013 to 15.9% in the first quarter of 2014, according to a Gallup poll.

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WSJ's Fidler describes the views of Victor Ruhe, a former German defense minister, on the Ukraine crisis and the EU's response. The EU's position for relations with Ukraine comes under criticism for being technocratic as in earler trade and aid negotiations, and not addressing the problems which Ukraine faces. This requires closer cooperation from the EU, and some costs the EU has been unwilling to assume. Ruhe says the best response for the EU is to turn Ukraine into a European success story. This means taking on the effort to gradually transform the corrupt and inefficient political and economic system, something the EU did over many years in the Balkans. EU leaders have signed an agreement with Ukraine's new government on political dialogue and security cooperation. Critical parts of the agreement for trade, law enforcement, anticorruption actions, and macroeconomics changes, will be signed after a new government is elected in May 2014 elections. The EU is in this for the long haul as political support will be needed for a new generation of politicians....