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Gordon Brown, Britain's prime minister and the finance minister Alistair Darling have lifted their reputations with their decisive plan and execution of it to inject capital and take majority ownership of British banks RBS and HBOS/Lloyds. This comes after earlier missteps which led to a bank run on Northern Rock bank. Their plan is now held up as a model plan around the globe and is being followed in the US and in other countries. It could not have come at a better time, as in the US Fed chairman Bernanke and Treasury Secretary Paulson were having some missteps of their own with their plan to buy up troubled assets. That turned out to be difficult to carry out and may take months- very costly missteps leading to freezing up of global credit markets and criticism from most economists and experts. An account of how the plan was developed as daily events unfolded for Britain's banks.

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The $15 billion in losses at RBS in 2013 continues the bad news from RBS. It now goes through another restructuring. This time with new CEO Ross McEwan. RBS plans to reduce the seven business lines to three lines, and set medium term cost cutting target of 8 billion pounds. Headcount will go down by 20,000. Risk weighted assets will be cut by 50 billion pounds.

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This is a big desicion by the Obama administration, and has global implications for the amount of oil consumed and the emissions discharged. The Obama administration will introduce one national standard for automile emissions and mileage standards, replacing the patchwork of standards and skipping over the challenges to the California standards by using those standards to set the national rules. The rules take effect in 2012. It will create a new national standard for a car and light truck fleet in the USA, that is 40% cleaner and more fuel efficient by 2016 than it is now, with a new average of 35.5 miles per gallon. The current national standard is 25 miles per gallon, and this standard has fallen way behind the Japanese and the Europeans. The Europeans went through their battles for fuel efficiency a few years ago with auto industry resistance, and this was finally settled with tougher standards, giving the European industry advantages in technology over the Americans. The American car industry stalled higher standards, and what standards were passed were whittled down by heavy lobbying in Congress. As a result a battle raged between those interested in conservation and the environment and the Detroit car industry, especially in a deteriorating global environment for this type of prolific oil consumption on American highways. This lack of foresight on the part of Detroit carmakers, and their management, accelerated their financial collapse in 2008 and 2009, as large car and truck sales collapsed. That this tough new standard of 40% improvement in 2016, would in fact not have been possible without this fiinancial collapse and turning to the government for a bailout - with the entire board of General Motors being replaced- is one of the ironies of this situation. This decision will almost certainly accelerate the development of smaller models, and bring the kind of attention to them that will give them the quality and features and comfort to make them command higher prices and become profitable, as is the case in Europe. For too long the American small car became synonymous with being a lesser car in many dimensions of design, quality, comfort and performance, so that it became a cheap car that you upgraded from to a larger car as you became affluent. It had been that way, but did not have to be that way after the world had changed. And the larger models like the pickup trucks and large cars are more likely to be phased out with the new regulations. This will also bring a `new sanity to oil prices, as the reduced consumption in the US will accomodate the increased consumption in India from the small cars like the Tata Nano which look set to sell in the millions, and still keep oil affordable for tight budgets worldwide. In this sense it is a victory for global good sense. For President Obama this is a personal quest, as he co-sponsored 2 bills in 2006, during this second year in the US Senate, one to raise fuel economy standards, and the other to encourage the use of alternative fuels....

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Sir Philip Hampton is a seasoned executive who will now run the Royal Bank of Scotland. He helped revive British Gas, British Telecom and Sainsbury.

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Andy Grove of Intel teaches a class at Stanford- he taught aclass earlier this year- and talks about his experiences. Some see Grove's disciplined management style as areflection of his experience escaping the Nazis from Czechoslovakia. Dr Grove says it comes from his experience at the CIty COllege of New York He recounts this in one of his books, where aparticular Professor helped mentor him but who was in the beginning very tough on the young Grove. Grove says that what impressed him most in those early years at City College was the way hard work and talent were rewarded and where students challenged their Professors without any attention to rank. Interestingly this is still true at many universities, and meritocracy prevails there. The opposite is true when one thinks of this at many corporations which gradually fall into astultifying mode where senior managers are not challenged and politics prevails. GM is a good example. Grove says he experienced this at Fairchild -where he worked with computer chip pioneers Moore and Noyce -with its elitist, back-stabbing and lax corporate culture. Senior executives at Fairchild walked in whenever they felt like, and younger employees were penalized or fired for similiar behaviour. When he took charge at Intel Grove imposed a strict arrival time of 8 am with latecomers forced to sign asheet. He also did not go along with trends like flexi-time and teleworking. He became known as ablunt and demanding manager, but afairminded boss who rewarded good ideas whatever the source. Asked about the strict arrival time Grove says that people don't understand that he was never that disciplined himself and he was not even amorning person. His view is that he wanted to avoid what he saw as aoutrageous double standard at Fairchild. With a better culture he was able to attract the best talent to Intel, and he used the strong discipline to improve the lousy manufacturing at Intel. Three decisions shaped Intel. The first, is the recognition of the strategic inflection point when current strategy is no longer viable, because unanticipated external forces make an existing business strategy obsolete. This happened when Intel got clobbered by the Japanese in the memory chip field it had dominated. And at such moments there are internal forces and inhibitions to overcome that make starting over or doing something totally different extremely difficult. For Intel this was the habit forming tendencies from having done one thing so well- the companies roots and the founders and engineering staff's knowledge and preferences lay in memory chips- such that that it became an emotionally stormy thing to break from this past. Grove made a complete U turn to go in another direction which he describes so well in his book -Only the Paranoid Survive. Timing is critical, and instinct and judgement is all that you have got to rely on. Its like a group of hikers in the woods and after suspecting that they are on the wrong track one of them says, "Hey guys I think were lost." Grove even describes the scene with acomparison to a scene in the World War II movie Twelve O'Clock High, where a new commander is called in to straighten out an unruly and undisciplined squadron of fliers in sel-destruct mode. The commander on his way to take charge, stops his car, steps out smokes acigarette while gazing into the distance. Then he he throws the cigarette down, grinds it with his heel and tell his driver "Okay Sergeant, lets go." Grove says he related to this scene in this decision at Intel, with every fiber of his being experienced this crisis personally, and learned what it takes to claw your way through a strategic inflection point, inch by excruciating inch. He says it takes objectivity, the willingness to act on your convictions, and the passion mobilize people into supporting those convictions. The second and third decisions was less gruelling but also courageous. The Intel Inside advertising campaign meant building abrand with customers even though Intel had never done this before. The decision to not have secondary suppliers and press the issue of manufacturing quality within Intel till Intel got it right also had never been done before. Andy Grove's strategic inflection point is what GM missed and set the process in motion towards bankruptcy. See the links in Intelilinks. The management style is also relevant to that discussion. Grove also provides insights in the Cross-Industry Insight Mechanism. He sees strategic inflectionpoints in autos and health care industries. He says the auto industry is going to be increasingly divorced from oil and the next big company will come in the auto battery technology field. He also believes health care and the pharmaceutical industry can learn from chipmaking. The clinical trials in pharmaceuticals take way too long, are slow-moving and bureaucratic. The pharmaceutical firms can learn from the fast "knowledge turns" in chipmaking, so that cycles of learning are accelerated....

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Royal Bank of Scotland (RBS), 83% owned by the British government, reported a net loss of 1.99 billion pounds for the second quarter of 2012. Much of the loss comes from a 3 billion pounds accounting charge for the rising value of the company's debt.

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RBS announced extra provisions for legal issues and settlements of 3 billion pounds in Jan 2014. RBS is also taking impairment charge of 4-4.5 billion pounds for an internal "bad bank" to cover losses from the 2008 financial crisis.

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The shocks to the UK banking system resumed Monday with the announcement on January 19 that RBS faced losses of a huge magnitude, of 28 billion pounds for 2008 with fresh losses in 2009. RBS shares went down 66%, and at closing on on January 21, 2009, were at 12.5 pence. Lloyds Banking Group shares are at 45.1 pence, at 66 pence. Barclays which has avoided taking government money saw its shares drop 25% on January 16. The government is hoping that its plan to provide insurance that would limit bank's losses on bad loans and investments will work, but uncertainty on how the insurance will be priced is raising doubts about the plan's effectiveness to restore confidence. Especially when RBS is collapsing. The government owns 70% of RBS and 43% of Lloyds. The next step would be nationalization of the banks. According to WSJ nationalization would mean that taxpayers have new liabilities of about $3 trillion or $4 trillion, an amount far exceeding the UK's entire annual economic output.

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Ikea's kitchen design team in Sweden and efforts to design the "Metod" kitchen. This took five years with attention to details for bringing the cost down. IKEA sells kitchens costing as low as $3000. The effort pays off in emerging markets such as China, Russia and India.

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The large response triggered on the internet by Anne-Marie Slaughter's article in the July/August 2012 issue of the Atlantic on women and work, how it is difficult for women to work and raise children without making changes in today's American society so that a healthy balance can be achieved.

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Daisuke Wakabayashi's exceptional account of how Steve Jobs directed the project to develop the iPhone starting in 2005 upto to the introduction in 2007. At one point Jobs gives Christie, the engineer leading the very small project team, 2 months to put it together or he would find someone else to do it. This is similiar to the way in which Sony's Morita approached his project team working on the Walkman telling them what he wanted to see and the size of the device. Jobs payed attention to all the details from how the phone names addresses appeared on the screen, dialing from the phone book, the swiping action to start the device, the music, and the colors on the screen. Only in on the project's detail were Bill Campbell, Apple director, and Jony Ive, Apple design chief. Christie was approached by Scott Forestall in late 2004 about this secret project codenamed "Purple." Christie is the engineer who joined Apple in 1996 to work on the Newton, and early touch screen device that failed because the technology was not developed enough at the time, making the device bulky and cumbersome. Christie was working on software for Mac computers in 2004. Greg Joswiak, Apple vice president for iPhone marketing, monitored other phone makers to see if they were coming up with a device that migrated the iPod's music features to the phone. Hence the absolute secrecy for this project. The project team is amazingly small. The practice of small teams can be found at Amazon and Kayak....

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A report by the Bank of England suggests a more prudent approach for British banks by setting aside more reserves for losses on bad loans from past decisions. Mervyn King, Governor of the Bank of England, says the Financial Services Authority should talk to banks and tell them to look "more prudently" at their credit levels. King says current capital ratios do not provide a correct picture of the health of the banks. The report says capital ratios of Barclay's, RBS, Lloyds, and HSBC could be overstated by between 5 billion or 8 billion and 35 billion pounds. The goal King says is to restore confidence in Britain's banking system with a prudent approach.

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With huge losses at RBS, Prime Minister Brown says he is angry at RBS for the excessive risks taken by the bank. A big chunk of losses of 28 billion pounds for 2008 relate to the deal to acquire ABN-Amro. ABN Amro had on its portfolio a loan to chemical maker LyondellBasell, owned by Len Blavatnik a Russian-American industrialist, which filed for bankruptcy protection in January 2009. Says RBS CEO Stephhen Hester, "we doubled up at the wrong time". Now RBS shares have fallen to 11.6 pence or less than the price of a candy bar. And Brown's administration faces growing criticism that the earlier bank rcapitalization and lending plan has not worked, even as new elections are due by May 2010. With the new deal with RBS government ownership goes up from 58% to 70%, and the next step may be nationalization of RBS. In an effort to limit banks losses and help capital needs of banks, the UK government will insure a majority of losses after the banks assume a first portion of the losses.