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The head of failed bank HBOS or Halifax Bank of Scotland, which needed $17 billion of British taxpayer money, and was merged with Lloyds Bank after heavy losses, is Sir James Crosby. In a strange turn of events he ends up as a trusted advisor to Prime Minister Brown and becomes deputy chairman of the Financial Services Authority, Britain's regulatory agency. Sir James obviously knighted, obtained the appointment to FSA in 2006 when HBOS was growing rapidly, the losses came in 2008. But just as in the USA some of the people who were in the financial institutions or in regulatory agencies where alot of bad judgement or lack of necessary fiscal prudence was exercized, are still in positions that have as their principal task getting the US or Britain out of this crisis in financial institutions. In this case a House of Commons' committee investigating the banking crisis released written testimony that Sir Crosby summarily fired one of his executives Paul Moore after warning that HBOS bank was moving too fast in acquiring billions of dollars in new debt. One line in the Moore testimony is telling in its description of what happened at HBOS, as it must have in a host of other places in the US and Europe: " Sadly, no one wanted to speak up for fear of stepping out of line with the rest of the lemmings who were busy organizing themselves to run over the edge of the cliff behind the pied pper CEO's and exectuive teams that were being paid so much to play that tune and take them in that direction." End result, Crosby resigns his position before Prime Minister Brown is embarrassed and faces tumult and questions in the British House of Commons....

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Ostrower and Cameron point out that Dennis Muilenburg, the new CEO of Boeing, is first and foremost a engineer. He comes from a different background than former CEO Jim McNerney. McNerney graduated from Yale University, and followed a path of consulting with McKinsey, work at P&G, moved to General Electric where he worked under Jack Welch for many years, before the position at Boeing. This was a path for many CEO's at the time. As the U.S. returns back to its manufacturing and technological roots and with the manufacturing and technical problems at Boeing and Airbus, Muilenburg brings the right focus to meet future challenges. Muilenburg graduated from Iowa State University with a bachelor's degree in aerospace engineering, a master's degree in aeronautics and astronautics from the University of Washington He joined Boeing as an engineering intern in 1985, and is at Boeing since 1985. Since Dec. 2013 Muilenburg was president and COO, leading Boeing's effort to use automation to cut costs of developing and building commercial jets. Before that job he headed Boeing Defense, Space and Security, where he is credited with improving the operating margin from 9% in 2009 to 10.8% in 2013. He cut costs and closed facilities as the division share of Boeing revenue declined from about 50% in 2009 to about 34% in 2014 following defense spending cuts, but did this while maintaining higher research spending to drive efficiency improvements, say analysts. At Boeing Muilenburg's first 14 years were spent designing jets and military systems, some for contracts such as the advanced fighter jet program which Boeing lost to Lockheed, before moving to Washington D.C. for a new unit selling air traffic management services. He says the move was a period of personal growth for him more than any other period in his career. Muilenburg enjoys cycling, and puts in about 120 miles per week around Chicago...

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The SEC requirement that companies disclose the ratio between median worker pay and the pay of senior executives. The SEC says it is putting out the rule as part of implementing Dodd-Frank legislation to control excessive executive pay. Companies will be allowed to survey a fraction of their workforce as appropriate for companies with global operations. Executive pay will include pension benefits and stock options under the new rule. A WSJ chart using information from the University of Southern California and the Bureau of Labor Statistics, shows the ratio between what CEO's on average make and rank and file workers make remained at about 30 times in the post war period till about 1970, a period of rapid growth in the U.S. economy. By 1980 this climbed to about 60 times and exceeded 100 times by 1990. The period of stratospheric growth for CEO pay and extreme widening of the gap then occurs between 1990 and 2000. By 2000 the dot com boom- telecom boom and the internet- creates a surge in executive pay reaching over 500 times. This drops to about 280 times in 2008 and picks up again to reach about 320 times in 2011. Many of the poor business practices, the excessive leveraging and risktaking in the financial industry, take place against this background of excessive pay for senior executives. Some of that risk was passed on to others through such methods as securitization in the period leading to the 2008 financial crisis, so that executives were compensated with higher pay for taking excessive risk that they personally or their companies did not assume. Dodd-Frank legislation following the 2008 financial crisis sought to correct this imbalance by having pay information disclosed. The excessive pay has also coincided with an increase in the frequency of boom-bust cycles in the economy. The busts prompted the needs for intervention by the U.S. central bank, the Federal Reserve, to drop interest rates more than would otherwise have happened during this decade, culminating in the huge bond purchases and monetary easing by the Bernanke Fed. The SEC under Mary Jo White is mindful of these distortions in the economy as a result of misallocation of resources based on excessive executive pay, and the need to take action before the next crisis. ...

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50% of European CFO's surveyed by CFO magazine and 60% of Asian CFO's think the dollar decline is permanent devaluation compared to a third of US CFO's. The Commerce Dept figures show January exports 16.6% higher than a year earlier, and the trade deficit down by 7% in 2007 vs 2006 which will accelerae in 2008 with the larger dollar decline. As long as European and Asian economies continue to grow a bit slowly but not in a recession like the US the positive effect of growing exports should continue. So far for the last 6 quarters according to the WSJ exports have contributed 1 percentage point on average to economic growth measured at annual rate while the housing slump has subtracted just over one percentage point on average. So this is no small feat for exports and it has helped make the economy more resilient to the shocks of housing and oil price. As long as the growth overseas is not affected to a great extent by the economic slowdown in the US exports can continue to play this role. As the housing crisis is primarily a US and UK phenomenon this should not seruiously damage the economies of Asia and Europe and their ability to take in US exports....

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The uncertainty generated by the "fiscal cliff" in the U.S. is hurting the U.S. economy as businesses hold off on investment and hiring.

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Christophe Weber, a Frenchman, is made the new CEO of Takeda Pharmaceutical in Japan.

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CEO Norbert Reithofer who became head of BMW in September is pushing BMW in the direction of more collaborative work with other car companies. He has set as a goal collaborations in the areas of components, drive systems and modules. Daimler's new chief Dieter Zetsche s also rethinking how it approaches its business. One way to develop new technologies and purchase parts and components efficiently is to work with other companies who are striving to do the same things. Both CEO's see their companies as midsize manufacturers in a world of auto manufacturing where Toyota and VW, GM and Ford have the advantage of much larger sales over which to spread their research dollars, or to make efficient purchasing by using volume purchasing. Daimler is encourged by its participation in a combined effort in the area of hybrid technologies with BMW, GM and Chrysler, and the progress made in that area through collaborative effort. This is making both companies rethink their intense rivalry since the 1930's, one based in Stuutgart and the other in Munich. Both companies have good profits and as the environment gets harsher with steel prices rising, with demands from the public for tougher new auto emission and fuel efficiency stadards requiring allocating more dollars for R&D, a strong euro and a struggling US economy. The challenge they face is sustaining this profitability as it becomes more costly to operate in this environment. Both companies have appointed some of their talented executives to profitability teams which are working at developing more collaborative efforts....

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How ArvinMeritor navigated the treacherous waters of the automotive parts buzsiness since 2000 when the company was formed taking in the automotive business of Rockwell International in Troy, Michigan. The combination was designed to bring the automotive parts business for roof and door systems, chassis and wheel products with the comercial truck business which makes drivetrain systems and components like axles, drivelines and braking systems. The business is in turmoil and ArvinMeritor last recorded a profit in 2005. Here is how they did it. First, the combination provided some linited diversification for the cyclicality of the automotive business passenger cars and trucking together. By 2004 the foreign makers especially the Japanese were taking market share from the Detroit Big Three car makers which only accelerated after that when the Big Three overconcentrated on SUV's and had no competitive car lineup to match the Japanese in 2007 and 2008. The Big three closed plants and companies like ArvinMeritor closed plants also. In the last couple of years first GM and then Ford began to emphasize emerging market countries like China, Russia, Brazil and India. Wagoner GM's CEO in citing improved results in 2008 specifically referred to the $500 million profit in Brazil as making this possible. He also said that when investors see the improved results so early they are forgetting that the model that GM has setup has changed completely from the model that investors were used to in previous years which was a large and growing US focussed market base. Now its a global focussed market base with particular focus on emerging markets. ArvinMeritor has followed this pattern and set up parts plants in new countries like Russia to supply the Big Three's plants there. But it appears from Phil Martens, Arvin Innovation's CEO's statement that only 20% of global automotive sales for ArvinInnovation, the automobile part of the busines that is being setup as a separate company, are coming from the Big Three of Detroit. And 65% of the sales are coming from outside North America. Which suggests that 15% of sales are coming from the foreign carmakers in North America. ArvinMeritor closed 11 plants in North America and the new company Arvin Innovation has 42 facilities in 16 countries with sales of $2.2 billion in fiscal 2007. ...

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Obama's closest advisor, David Plouffe. Asked about Plouffe's influence in the Obama White House one aide says that Plouffe's imprint is on "everything." For the last 18 months Obama has kept the 2012 election in mind in his actions and kept a campaign focus, on the advice of Plouffe. George W. Bush's advisor, Karl Rove, does not see this positively, as he says it kept the president from governing. One issue on which there is considerable questioning is why President Obama did not support the recommendations of the president's Simpson-Bowles commission on deficit reduction. Though it remains conjecture, it may be because of Plouffe's and other election related advice that reducing deductions- or what are called tax expenditures- as suggested by Simpson-Bowles would be politically unpopular. If true this may be ways in which running for office long before the election date may affect necessary action in governing. The political calculations when allowed to go rampant can distort the needed actions of responsible governing, and lead to timidity, indecision and lack of leadership. ...

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Interview of Mary Barra, new CEO of U.S. auto company GM by editors and reporters of the NYT.

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Deutsche Bank has lost two thirds of its share value and its leverage is extraordinarily high with total assets at 56 times tangible equity acccording to Morgan Stanley. Progress is being made but not enough say analysts, and raising capital now is better than waiting longer and doing that with a downward spiral in its shares. The loss announced January 14, 2009, of $ 4.8 billion euros for 4th quarter 2009, reflects a loss across all of the bank's businesses, and is a warning sign of the need to raise capital with greater urgency.

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Rubin questions the idea that lowering the deficit by reducing tax expenditures, deductions and loopholes at the same time as lowering rates would work. It would not raise enough revenues if many of the deductions that help the middle class were not considered doable and crossed off the list. He disagrees with Republicans about increasing taxes to Clinton era levels as creating disincentives for work and business by citing the economic record of growth in jobs and GDP during the Clinton period. On the proposal to use limiting deductions and loopholes for the the rich as away to provide a more equitable distribution of the tax burden he says this would still require increasing taxes on the middle class to achieve deficit reduction.

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The "negative Tier 1 capital" at Deutsche Bank's U.S. bank holding company Taunus Corp. of negative 7.58% cited by FDIC chairman Sheila Bair. Parent Deutsche Bank has total equity lower than U.S. banks Citicorp, Chase and Bank of America, with total equity equivalent to 4.4% of assets using a U.S. style approach says Eavis, making the Bair criticism relevant and timely in 2010.