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What are the systemic effects of one of the automakers going out of business? It affects the whole supplier base. This is the case in the event of a liquidation of assets, closing Delphi and so on. This was mentioned by Wagoner as the alternative and not prepackaged bankruptcy with DIP set aside loan for warranty financing which some experts are advocating in combination with a government loan with strings attached including a change in management. Some of the strings are covered in a New York Times editorial reflecting public opinion on the democratic side on this issue, and that includes removal of current management of Detroit auto companies, and fuel efficiency targets raised higher than legislation passed recently under heavy lobbying pressure from these automakers. Contraction of automakers and job contraction should be differentiated from liquidation of assets. The contraction of automaker jobs not just at the Detroit companies but also at Japanese plants in the US is going to happen even with a government loan to Detroit as Honda is also reducing its workforce and this will happen at Toyota also. The carefully planned bankruptcy with carefully and fully addressed warranty and other issues could be made to work along with sufficient government loan money in the $50-$70 billion range in return for equity and other conditions, and its not clear why the management of the Detroit auto companies see it as impossible and not just difficult, when they are already facing considerable difficulties in this market and with public opinion. Rampell talks about how jobs lost are not recoverable, and this is fairly obvious considering that the Japanese and the Germans are unlikely to relocate in the same areas that Detroit has located its plants , and prefer to go and build green plants to specification, and hire very carefully so that workers with the Toyota or Honda frame of mind are hired to work there. This can change depending on individual circumstances but is what they generally prefer to do. Also its important to bear in mind that forecasts that are being used of 13-14 million vehicle market in 2009 are just guesses, it could turn out that the sales drop to something like 10 -12 million vehicles, in which case there will be contraction of jobs on a large scale even at the Japanese and Korean and German plants which there is even now but on a smaller scale. ...

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The U.S. Supercommittee in Congress fails to reach an agreement to come up with $1.2 trillion in savings to reduce the deficit by the Nov. 23, 2011 deadline. This shifts the focus to the sequester or triggering automatic cuts in Jan. 2013, as mandated in the Congressional deficit reduction deal of August 2, 2011. These automatic cuts would reduce defense spending by 10%, cut social programs without touching Medicaid and Social Security, by 7.8%, and reduce Medicare payments by 2%.

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Erskine Bowles, a former chief of staff under President Clinton, and Alan Simpson, former senator from Wyoming, say the U.S. Supercommittee members should remember that their personal priorities and the common good are not at odds. The authors of the Bowles-Simpson Presidents Commission for deficit reduction say there is growing discontent among voters with politicians who are obsessed with gaining partisan advantage. Using issues of national importance that require a common approach from all parties as a way to score political points will only backfire on these politicians. Personal priorities of members of Congress are now no longer at odds with the common good, they are converging. It is upto the Congress, members of both parties, to push back against the special interests and partisan politics, and show leadership on the deficit. The eurozone crisis has shown the dire consequences of any sluggishness or procrastination. The failure of the political class and leadership in Italy and Greece, and in other nations of the EU, has put the fate of these countries in the hands of markets, which have relentlessly pushed up the borrowing rates of Greece, Italy, Spain and other countries, and taken future direction out of the hands of politicians. Erskine and Bowles say don't wait for a fiscal crisis to take action because it will be disastrous economically and politically, with everyone as losers and no winners. Timidity is not an option, leadership is required to take action that is big and broad, tackling tax expenditures, entitlement expenditures, defense, across the board....

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China has 25 million 3G, third generation mobile wireless technology users.

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IBM is using Peace Corps type programs to give managers and other employees exposure to foreign countries and cultures. They do small projects in groups to help people in Asian and other developing countries to gain exposure and learn how to work in other cultures and languages. Its anew way to do management training in alive setting for a business like IBM's that is now truly internationalized with a majority of sales coming from foreign countries. In 2009 500 people will participate and it will do small projects in 9 countries including Brazil, India, Malaysia and South Africa. The group spends 3 months before going overseas reading about their host countries, studying the problems they are assigned to work on, and getting to know their group members. Once in the host country they work with local governments, universities and business groups to do projects from upgrading water quality in alocal area to upgrading technology for a government agency. ays Kevin Thompson who conceived of this Corporate Service Corps and manges it. He says the goal is to create a transformative experience in a foreign culture. One IT manager says she has learned to work closely with tam members in India and China as aresult of this experience. Before this she would tend to assign something and leave it to them....

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Delocalisation for Airbus as most of its production is in the euro area and its sales are in dollars. This policy is gradually taking hold to outsource manufacturing without making some of the errors that Boeing made with the Dreamliner.

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How Nokia designs its phones. It uses teams of anthropologists, and psychologists in its design group to understand the ways people around the world behave and communicate. The designers go into the field and look for changes in behaviour new patterns , and look for new ideas , so new phones van be designed based on what they se anfd understand in the field. A research group looks atmacro societal trends and short term micro trends based on colors textures fashions. It looks for local country specific trends and at regional similiarities. Nokia is looking for something it did not realize before also, a learning process. Thats how it stumbled on the idea of a phone that would be shared by a group of people in poor rural areas. And this had to be designed differently to make it easy to use but also not look like a cheap phone. There would be a shared address book, protection from dust on the keypad, and a demo mode making it easy to use, and a call tracker to allow people to track cost. With this kinds of phones Nokia expects to sell to 2 billion of these phones to new customers in the next 10 years in China India Brazil and Africa. Nokia is also setting up a design studio with a design school Shrishti in Bangalore....

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The Indian approach to acquisitions is to leave things alone and learn from the way things are done by western companies. This is the approach taken by Tata Motors to its acquisition of LandRover and Jaguar. Its also the approach of Infosys, Wipro, and other Indian companies.

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How Airbus is learning from the mistakes made in Boeing's Dreamliner, which will be out in late 2009. Airbus's competing plane the A350 will come out in 2013. Use of outside contractors and puttting all that work together is a critical issue once again, especially with production spread out around the world, including Russia and China.

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How the similiar cars can have different effects the Pontiac Solstice and the Saturn Sky. The Pontiac sports car sold well for 12-18 months and is now losing sales and has to be sold with incentives whereas the Saturn Sky is in big demand and is helping the whole Saturn lineup by boosting its image- Saturn sales are up 15% this year whereas Pontiac sales are down 17% this year, and GM has 5 months of Solstice inventory compared to 1 month of Sky inventory. Ofcourse GM also spends moreon marketing Saturn but its also because of years of neglect of the Pontiac brand. When was Solstice introduced and when was the Sky, what are the chances that after 12-18 months the Sky will also cool off if the Sky cam in much later. But in creating buzz for the brand the Saturn Sky has definitely worked. Ofcourse the Saturn brand has other things going for it to have increased sales.

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Carmakers around the world are finally getting it. Customers want vehicles that deliver better mileage and lower emissions and are environmentally friendly. And their is now a race among the automakers to see who can get there first. After the sea change at the Frankfurt Auto Show, the same is expected t happen at the Tokyo Auto Show thats coming up with a large numbert of new technologies, hybrids and environment friendly vehicles on display there. Lawrence Burns, V.P for R&D and Strategic Planning at GM points to this new DNA for the automobile. Maynard says GM plans to introduce a new hybrid version of its lineup every 3 months for the next 4 years, 16 in all. Mullaly of Ford and Juim Press at Chrysler are committed to pushing forward. And Toyota is beginning its development of a vehicle that would compete with GM's Volt which would run on electricity.

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WSJ's reporters Meichtry, L, Pokharel, and Soon look at the extraordinary rise of Gautam Adani through his efforts to develop reclaimed land at Mundra port in the state of Gujarat. Adani who started with a small family owned plastics maker in Ahmedabad developed Mundra port around 2001 with the help of the Modi administration. Modi saw the electricity shortages in Gujarat as an opportunity to tackle India's chronic electricity shortages. Adani's early development of a deep water port at Mundra offered both Modi and Adani the opportunity to tackle the electricity shortages by bringing coal in large ships to Mundra in the way that China was already doing by 2005 in its own efforts at industrialization. So deeply immersed was India under the Congress Raj of licenses and closed economy that India's established business failed to see what China was doing to break into the ranks of industrialized nations. India's first prime minister Nehru had build a command economy where not much happened without government licenses and approval often riddled unwittingly with corruption. Modi needed someone outside the established companies operating under the Congress Raj command economy and with a vision of an India with abundant electricity to take the risks Chinese companies were taking to build an entirely new economy. By 2005 Guangzhou was importing coal with large ships from Indonesia and Australia. State owned companies moved slowly and would take years to develop the port capacity. Using China's example Modi pushed ahead with Adani on a rapid time delivery making Mundra a Special economic Zone and helping to connect Indian Railways to the port of Mundra for coal deliveries. Adani Enterprises built the thermal power plants near Mundra and build electricity transmission lines on a rapid mission mode giving Gujarat abundant electricity supplies and giving Gujarat state in northwestern India a great leap forward in the way China was already doing right in front of everyone's eyes by 2005 with world class ports built at Guangzhou, Shanghai, Shenzen, Hong Kong and logistics connections set with the help of Maersk.  Maersk is now doing the same for modern logistics in India in collaboration with the Modi administration.  Modi and the younger generation of aspirational youth in India see a New India that can break into the ranks of the largest industrialized nations with world class infrastructure in the way China has done, and use new technologies with innovation that will speed up the process in a way that the world has never seen. A quick look at Mundra Port in Wikipedia shows the timeline, It starts in 1998 when Adani Port Ltd was setup and Mundra port work began, 2002 the port integrated with Indian Railways, 2003 when it was made a Special Economic Zone by the Modi government in Gujarat, 2007 when IPO of 40 million shares at price band of around Rs 400 was done.  The Biden administration and the Trump administration support India's efforts to build a new modern economy with a rapid shift to renewable energy. As India is building the ports and logistics with the help of Maersk and other companies in the European Union, president Biden is working with prime minister Modi to build a new supply chain that removes the overconcentration of manufacturing and supply chain logistics in China. This means new ports with the latest technologies in India to handle shipment to the US and the EU. Jake Sullivan set out the goals for president Biden to accomplish this task in meetings with his Indian counterpart Ajit Doval this week on iCERT. President Biden and Republicans, Germany and the EU, see India as a critical part of the Initiative on Critical and Emerging Technologies, and the new supply chain. For the Adani Group the IPO pause offers an opportunity to do what Nirmala Sitharman has done in the Indian Budget this week- build a stable growth path ahead for the long term in line with India's Amrit Kal the next 25 years to centenary of freedom in 2047. Nirmala Sitharaman set a goal of rapid capital spending and investment increasing capital spending in 2023 by 33% in 2023 over 2022, yet maintaining a stable fiscal path by keeping the deficit below 6%. ...