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GM plans to bring 5 to 10 Cadillac models to China by 2016. It plans to build a factory for Cadillacs in China. Even as auto sales are slowing down in China in 2012, sales of luxury and premium cars are growing rapidly. Infiniti, Audi, BMW, Mercedes, Tata's Jaguar-Land Rover, and now GM are competing for sales to China's growing affluent class. According to IHS Global Insight, China's auto sales slowed to 2.5% growth in 2011, yet sales of premium car sales increased by 32%. With sales slowing in Europe and the U.S., car manufacturers are focussing on the luxury segment in China to boost profits. BMW's sales chief, Ian Robertson, says sales will slow in coming quarters from the 32% growth rate of 2011, but he still expects double digit growth for premium cars in future years. In making its large investments in China Ford executives said it expected a growth in China's car market of 5% over the next decade. BMW plans to increase production to 200,000 cars after opening its second plant in 2011, with capacity to ramp up to 300,000 a year....

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One sees the "quintessential IBM-er", close confidant of Sam Palmisano, and the involvement with Ms Chiesi, where insider information is excahnged over dinners. Questions arise about the ethics prevailing at the country's supposedly high standard maintaining firms such as IBM and McKinsey where another high ranking executive Anil Kumar faces similiar charges. Did these senior managers not ask themselves what was the right thing to do or was the dividing line between ethical and unethical simply blurred. Top ranking executives at Siemens were also found making decisions where they could not see the difference.

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Talks between the parent company Geely and its Volvo unit in Sweden for technology sharing, including developing a car specially for the Chinese market. Volvo's technology would help Geely design a car to better compete in the Chinese market.

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Roben Farzad of Bloomberg BW meets with Goldman Sach's Harvey M. Schwartz, co-head of the global securities division, to get Goldman's account of the global financial crisis of 2008-2009, the AIG rescue, and John Paulson.

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Not only have directors at companies like Washington Mutual, Countrywide Financial and Fannie Mae not taken responsibility for the crisis. They have simply moved on to other boardrooms says Gretchen Morgenson of the NYT. These direcotrs did little when these companies were leveraged and made dubious loans or risky investments. Says Paul Hodgson of the Corporate Library, "these directors have avoided the corporate limelight as far as blame is concerned." Companies like Sunoco, the oil company, Paccar, a truck manufacturer, and Tetra Tech each have directors from these failed companies. Thomas Gerrity, a professor of managemet at Wharton is one of the outside directors at Fannie Mae who is now at Sunoco. Robert Parry, a former president of the Federal reserve bank of San Francisco, was adirector at Countrywide from 2004 to 2008. Parry is on the board at Paccar. Says Frederick Rowe, president of Invesotrs for Director Accountability, a nonprofit shareholder advocacy group, the board member gets $475,000 a year, he plays golf with the CEO, he is apersonal friend, goes to nice places for board meetings, and he is just not going to one word that would jeopardize his position on the board. In the case of GM the board held together in one voice right up to the bankruptcy with a director who was a former CEO of Eastman Kodak and the lead person on the board, insisting that management had done everything right, all the way up to the end. These directors had to be fired once the government took an ownership interest in GM, and before this they survived just about everything, including tens of thousands of jobs lost in Michigan, and the devastation of communities and people around the state. Gretchen points out that the director dysfunction is because its almost impossible to have adirector fired for sleepwalking through the job or simply rubberstamping the maagement's decisions. Shareholders have to launch an expensive proxy fight to oust a director. Currently proposed changes by the SEC to allow those who have at least a stake of 1% in a big company to put up their own nomiees are not effective steps say shareholder advocates. John Gillespie, co-author of "Money for Nothing," a forthcoming book on board failures with David Zweig, says the problem lies in the culture of the boards which determines how directors behave. Solutions he suggests are instituting term limits for directors and separating the positions of board chairman and chief executive....

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Prof. Cusumano of MIT, says that with the loss of Apple's Steve Jobs, the company has lost a great visionary, and it will be difficult for Apple's new CEO Time Cook to make up for this loss. Cusumano has talked to many Apple employees in 2013-2014, and is writing a book on innovation. In this piece Chen and Richtel point out the ways Tim Cook is trying to fill the role Jobs filled, by assembling a group of people within the company who can play the pioneering role for new products, and making new acquisitions such as the Beats acquisition to bring in outside talent. Cook pushed for the introduction of the iPad Air, which now accounts for 60% of all iPad sales. The constant push for the magic in new products that Steve Jobs obsessed with down to details, will be missing. Jobs met daily with design chief Jonathan Ive for lunch at the Cupertino headquarters. Cook meets Ive 3 times a week. And Jobs pulled all the pieces of the new product together in a way that others will have difficulty doing. Cook has brought a different dimension to leadership at Apple by talking about Apple in terms of "advancing humanity," talking about his own personal experiences in the South, and seeing racial discrimination barriers for minorities. He was challenged recently to address issues of working conditions at Apple supplier factories in China. Cook is bringing some manufacturing back to the U.S. with building of new plants in Arizona and Texas. These are areas which were gaps in Jobs record, which Cook is filling gradually, and asking shareholders, customers, to be patient....

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Swiss shareholder activist Ethos Foundation called for personnel changes at UBS. Dominique Biedermann, head of Ethos called for the replacement of Kaspar Villiger and Carsten Kengeter, who head UBS investment bank. Biedermann said UBS should leave investment banking and former Deuthche Bundesbank President, Axel Weber, should join UBS as chairman earlier than the planned 2013 date. He suggested Hugo Baenziger, current chief risk officer at Deutsche Bank, rather than interim CEO Sergio Ermotti, who is an investment banker, as the right person for the CEO position at UBS.

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This story in the NYT describes how the flawed effort to pass the Republican healthcare bill or repeal the Affordable Care Act passed under president Obama failed after another effort. Many developments killed it. In the end the president lost interest, especially when he saw Republican Senator Rand Paul of Kentucky go on talk shows on the weekend before its collapse to complain about the bill. Senator Collins of Maine was exasperated by the way the bill was being rushed through Congress, and she voiced her strong opinions about this by talking to people back home in Maine and sharing her conversations with the media. The bill pushed by Senator McConnell, the Republican leader in the Senate, imposed annual caps on Medicaid spending. And did this without any discussion, shutting out committee debate, any public discussion, or formal drafting. Once this process was set in motion in this way the Republican Senators formed camps. Senator Grassley of Iowa and Jerry Moran of Kansas, normally conservative moved to the moderate side. Moran held a town hall meeting covered in the NYT, where older people voiced their concerns. Most of the patient advocacy groups, the hospital groups such as the American Hospital Association, and other medical groups also opposed it.  After Senator McCain of Arizona said he could not return following a surgery in Phoenix, Senators Lee and Moran announced their opposition. With this the bill's support crumbled including any effort to repeal the Affordable Care Act.  ...

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President George Bush said in 2005, that if someone wanted to get a glimpse of how he thinks on foreign policy, he should read Nathan Sharansky's book "The Case for Democracy." Sharansky was an aide to soviet physicist and human rights advocate Andrei Sakharov. Here he is interviewed by David Feith of the Wall Street Journal. His outspoken activism in favor of the right of Soviet Jews to emigrate got him 9 years in the Soviet Gulag. He was released from prison in 1986, with the strong support of President Reagan. He emigrated to Israel and served in ministerial posts and in the Israeli parliament. Sharansky says the recent protests in Egypt prove his fundamental points. That there are limits to how much you can control people through the use of fear, and that all people, regardless of religion and culture, desire and want freedom. This is a very human message, it showed its power when the Berlin Wall fell, and it is true today in the Arab world. He says the fear that this endangers the 1979 Israeli-Egyptian peace treaty is not well founded. Over the last 30 years the border with Syria has been quiet, because it is really Israeli deterrance that is responsible for this and the quiet border with Egypt. He adds there is no justification for Mubarak remaining, as it only creates hostility in the Arab world against the US and Israel. And he says that Mubarak was no friend of the Jewish people, because even as he made peace with Israel, he continued to let anti-Semitism thrive and used Jews as the enemy to enhance his control. Sharansky says Gaza and Hamas control after the election was an unusual situation because of the corruption of the people around Arafat, so that even Christian villages supported Hamas. And he says the longer a dictatorship is in place the worse the situation becomes in creating more hostility to all those who support the dictatorship, including the US and Israel. For Sharansky, the Obama adminstration's response to the Iranian protests after what is seen as a stolen election in Iran, were one of the greatest betrayals of freedom in modern history. To prevent a one time, one person, one vote, Sharansky says the democratic institutions have to take root and this will take more than 8 months, so guarantees need to be put in place that this is not allowed to happen. Safeguards put in place to ensure that whoever is elected cannot survive if democratic institutions and reforms and democracy building does not occur. Dissidents like Mr Ibrahim and others should enjoy the ability to build trade unions and women's organizations. Sharansky says this is a real chance, a chance for the US and the free world to become a partner in change. In change that will help Egypt pass the town square test. Can people freely protest and express their grievances in the town square. And move from this fundamental change to establishing democratic processes and institutions. ...

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Some of the flaws in China's development model are shown by the Economist. Over half of the economy is dominatd by state run enterprises. And the remainder is also heavily influenced by local government and officials from the government. Financing goes through state run banks which lend to state run enterprises, and only a small fraction of lending goes to small businesses. These busineses are not actively looking to support innovation and new products. The other weakness that the Economist correctly points out, is that by contrast even in the 1960's, about 10 years into Japan's postwar development, quality control was a big thing with companies in Japan. The Deming Prize was seen as the most prestigious prize for Japanese companies, and Japanese engineers tried to learn everything they could about quality control to make Made in Japan mean high quality. They succeeded by the 1980's in making this happen, with leading global brands like Sony, Matsushita, Panasonic, Toyota, Honda, Canon and a host of other brands. If 1980 in China, is where Japan was in 1950, now about 30 years later there is nothing like what was seen happen in Japan in the area of quality and global brands. The area in which the freewheeling culture of capitalism has been most successful is the economic zone, a 2 hour drive between Guanghou and Shenzen. It manufactures mostly low tech goods like toys and apparel and shoes, and these manufacturing facilities are of low quality, with poor conditions for labor. With the efforts by the government to move to higher value added and high tech products these businesses came under pressure by mid 2007, with new labor laws, more enforcement, pollution control laws and resulting higher costs. As they felt the impact by mid 2008 from the higher costs, some businesses disappeared. Then another and even bigger problem hit these businesses. The global economic crisis, the shortage of credit in western countries to sustain import orders, and the rapid fall off of demand from highly indebted consumers in the USA, has led to closure of most of these businesses. The rapidity with which many of these businesses closed is amazing, as row after row of these buildings are now empty in the Guangzhou-Shenzen area. Another development is happening in Taiwanese firms like Hon Hai, that with little disclosure, make IPods, laptops, PC's, and other electronic products in the same area. At one point this firm employed 250,000 people in a industrial city sized factory campus. Now it is shifting production to places like Vietnam. Now Taiwanese reports say that the workforce of Hon Hai in Shenzen area will drop to 100,000. Other Taiwanese firms are also shifting production to other countries. Climate change and the heavily polluting industries that are widespread in China is one of the other flaws in the Chinese development model. Another is the lack of energy efficiency in these industries. With all these changes exposing the deeper flaws in the model China has used for development for the last 30 years, this a time for change in the way economic development takes place in China. ...

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Obama's Cairo speech to the Muslim world on June 4, 2009. He tried to reach out to the Muslim world. Did not use the term terrorism but used instead "violent extremism." He emphasized that most of the differences between the Muslims and the West can be eased by "a sustained effort to listen to each other, to learn from each other, to respect one another, and to seek common ground. " As one Arab leader put it, its a fresh voice only a short while after some were talking about the "clash of civilizations." He also avoided the idea of us vs they of the Bush administration, of moderates allied with the USA and the extremists gouped together with Iran. He called the denial of the Holocaust as "baseless, ignorant and hateful." And touched on the problems facing the people of the Middle East who were trying to find a voice in their own countries. See the link to Iran's election debate between Moussavi and Ahmadinejad in which Moussavi described Ahmadinejad's denial of the Holocaust as underminig Iran's dignity and harming its standing with the rest of the world. Obama's reference to his own personal encounter with Islam in his life, and being the American President, has to have created a climate in which Moussavi could engage in the intense debate with Ahmadinejad and win conservatives over to his side. Moussavi said Ahmadinejad had "exhibitionist, extremist, superficial, adventurist, foreigh policies," based on "illusional perceptions" that the US, Israel, France and the West were collapsing....

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The near-premium or near-luxury car segment that Honda is appealing to with its Acura ILX and Buick is appealing to with its Verano model. The European carmakers also plan to bring cars to the U..S. that are economically priced and have luxury features. White points out that baby boomer buyers in their fifties and sixties are particularly careful to compare these cars with the luxury features on a moderately priced Accord and Taurus, and can see any flaws in the near-luxury cars which indicate compromise such as afour cylinder engine or manual controls where electronic controls are expected. Honda's marketing people have looked at American buyers and see the new profile of a customer who is sophisticated but is also looking at price in today's more fugal environment for purchases, as the buyer they are targeting. But they will have to be careful as this category bumps up against the moderately priced cars that have some luxury features and are competitively priced to attract buyers.

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Ms Constantini is one of the executives who followed Mr. Macri as he became president of Argentina. She is a former CEO of GM Argentina. She was appointed CEO of Argentina's national airline Aerolineas Argentinas. The state owned airline has lost about $5 billion, and loses about $1 billion a year. There is no culture of budgets or revenue at the airline, say people familiar with the airline. Ms. Constantini has set the goal of cutting losses to $260 million in 2016. The goal is to increase revenues and improve earnings to the point where the airline is profitable in 4 years. The new CEO is taking an approach that she sees has a better approach of succeeding. She is getting employees involved in the company's decisions and progress. She carefully tells labor leaders of her plans and seeks feedback. Because it was run more like a government ministry than a performance based airline, says Constantini, the transformation requires a patient and employee involved approach. In 2008 the government of Mrs. Kirchner nationalized the airline previously owned by Spain's Marsans Group. Because Argentines see the airline with national pride, its like the country's soccer team. Sales are up 10% in 2016 and the airline flew one million passengers in July, up 13% from the prior year.  ...

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The enthusiasm for Six Sigma was carried by McInerney from GE to 3M. 3M was sluggish at the time and growing bureaucratic over time so an outsider and the efficiency focus of getting more for every buck spent and focus on quality in all processes and designing for quality and reduced defects may have helped to bring a new dimension to 3M. But as the author reflects and Buckley who stepped into McInerney's shoes says aloud, as well as several B School Professors, this imposed on a culture like 3M's that thrived on innovation, the post it note being a classic example, was not going to produce the best results in the long run. Interestingly GE itself under Immelt has emphasized innovation, research and development in addition to Quality Control. Going back over the years Japanese QC actually was taken from earlier work at GE in the 30's and 40's in Quality Control, so it was natural for GE to return to its own accomplishments in this area after a period when it had lost its leading edge in Quality. But foremost GE was about innovation and creativity and new products, back from its origins with Thomas Edison's company. The other GE person Nardelli at Home Depot also tried to bring a numbers only focus and doing it in a marine corps seargent type of way stumbled badly and resigned. So this piece on McInerney and buckley and 3M reflects a quiet shift to thinking of new ways to approach the complex global markets of today and the global competition of today. And the rapidly changing marketplace where shifts in buyer behaviour and competitor innovation create a constantly changing playing field. Is Tata Motors small car at an incredibly low price going to change the car industry, if the same companies can then make better cars at a much lower cost after developing lowcost high quality technologies? What is happening as Apple and then HP achieve success by selling their brands through stores and Dell starts to slip? Why is P&G and Unilever looking at the prospects in selling to consumers with smaller budgets and shifting its focus to these markets for growth? Doesnt this require one to think on ones feet and listen and observe and reflect on what these changes mean? Roger Martin of the University of Toronto has a piece in BW, May 21, 2007, with a similiar thought. ...

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Testifying at Southwark Crown Court in London, UBS trader Adoboli said: "I absolutely lost control. I was no longer in control of the decisions around the trades we were doing... My ability to think rationally and deeply was gone." The trades led to losses of $2.3 billion for UBS.

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Francesco Guerrera of the WSJ interviews Sergio Ermotti, CEO of Swiss bank UBS, and Andrea Orcel, the head of UBS investment bank. He asks Ermotti why the drastic restructuring at UBS, especially the downscaling of its investment banking operation. Ermotti says its because it was time to stop throwing money away on activity that did not cover the bank's cost of capital and the unhappiness of shareholders with the way UBS was operating. The string of bad news from UBS with legal settlements, trading scandals and huge losses have created a special situation at UBS which required drastic action. UBS was able to take the action also because of its successful wealth management business, which will become the core of its future business. Other banks such as Goldman Sachs and Morgan Stanley with large fixed income, currency and commodity (FICC) businesses, get more of their earnings from this unit and are less likely to follow UBS.

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At a time of volatility and anxiety in financial markets Americans put their trust in Vanguard Funds. Vanguard funds took in 40% of the entire cash flow of the mutual fund industry in the first half of 2012, $87.7 billion went to Vanguard excluding money market funds. This was largely because of the index funds which Vanguard originated and which were Bogle's invention. Today Bogle, 83, still speaks up for investors and investing for the long run, on staying away from speculation and protecting U.S. financial markets from speculative behaviours. He says the financial industry has to put investor and client interests first, with no excuses made for behaviour, period, at a time when the financial industry has lost its compass and direction. Bogle heads the research center at Vanguard Funds following disagreements with his hand picked successor Brennan, and leaving the Board in 1999. The current head at Vanguard Funds, CEO McNabb, says Vanguard owes its success to all the foundations set by Bogle. Bogle says strategy follows structure, and the structure he built of investor ownership of Vanguard Funds prevents a situation where owners can siphon off funds, or engage in activities that would hurt investors. Bogle's differences with Brennan came from his efforts to institutionalize other ideas such as investing for the long term, and shunning frequent trading which could happen with the creation of exchange traded funds (ETF's). Bogle has had several heart operations since 1999, and a successful heart transplant. This has not slowed his adocacy efforts on behalf of investors, with 11 books on investing and safeguarding financial markets from excesses of the kind seen in the 2008 financial crisis. The most recent book is "The Clash of Cultures: Investment vs. Speculation" (Wiley & Sons, $29.95). In the book he calls for a grass roots effort by investors to protect America's retirement system, and finances of younger parents with children to send to college, from the damage that is happening with the financial system in acute stage of dysfunction. ...