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Global infrastructure needs are expected to go up by 20% to 2.1 trillion dollars annually for the next 10 years compared to the previous ten years, according to the Samsung Economic Research Institute. India's investment in infrastructure will double to 1 trillion dollars in 2012-2017. compared to the prior five year period. Toshiba hopes to increase sales by 20% to $38 billion for nuclear power generation and distribution equipment and railway equipment, by the year ending March 2013. This is 38% of total revenue for Toshiba. Hitachi has set a goal of a 46% increase in sales to $29 billion, or 20% of total revenue for Jan 2011- March 2016. The Japanese Government and a consortium of Japanese companies are working together on deals such as the deal signed with Vietnam in October 2010 for nuclear power. The International Nuclear Energy Development of Japan entity, includes 12 companies and the Japanese government. The consortium was critical to negotiating the Vietnam deal.

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The internet and tech startup scene in Japan as engineers from Toshiba, Panasonic, Sony and other companies start innovative tech companies.

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Prime minister Modi of India's visit to Japan in September 2014 leads to a commitment of about $35 billion in Japanese investment over 5 years. Japanese companies such as Suzuki, Toyota and Toshiba already have large investments in India.

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Hitachi's conversion to a leaner, more profit conscious company, learning from rivals, GE, Siemens, IBM and large Korean companies. CEO, Nakanishi, graduated from Stanford with a computer science degree in 1979, during a break from Hitachi. He takes a hands on approach to management and brings this approach to tough assignments to learn what is going wrong. He moved to San Jose, to figure out why the hard disk drive business Hitachi bought from IBM for $2.05 billion was losing money. There he found quality problems were causing 60% of the hard drives coming off the production line with defects. After fixing the problems and achieving 10% profit margins Nakanishi put the company up for sale. Western Digital bought the company for $4.8 billion. His hands on approach includes meeting directly with public officials and ministers in governments around the world that buy its nuclear plants, high speed trains and large machinery. To maintain its preferred bidder status Nakanishi met with Britain's transport minister during the switch in government to the Conservative party in 2010. In his approach he is part of a new breed of Japanese executives, some with education in the U.S., such as Toyota's new CEO, Akio Toyoda, and others such as Toshiba's CEO, Norio Sasaki, who are eager to break away from the mold. Like Toshiba, Hitachi has shifted away from its consumer product lines. Hitachi consumer products are expected to make up only 10% of sales in the coming fiscal year. Emphasis is on the industrial products from nuclear plants to power plant equipment and high speed trains that powered Hitachi from its early beginnings as a maker of mining equipment in the 1920's. These executives are vigilant about a "Not Invented Here Syndrome" typical of large Japanese companies. Nakanishi says there is a lot Japanese companies can learn from rivals about cost and strategies. The experience came with hard knocks. In March 2009, Hitachi announced the biggest loss for a Japanese company upto that time of $9.9 billion. As head of the power and industrial business Nakanishi lost a contract to build a power plant in the Unted Arab Emirates to Korean companies. Compared to Hitachi, Toshiba's strategy is to emphasize industrial products such as nuclear reactors but also keep a presence in consumer products because Sasaki's view is that consumer products require smaller investments and generate cash flow. Jurio Osawa, WSJ, April 9, 2012, Toshiba's Chief Takes Stock....

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New Sony CEO, Kazuo Hirai, plans to cut 10,000 jobs, about 6% of its total employees, over the next 2 fiscal years ending March 2014. Sony's television business has faced 8 years of losses, and the entire electronics business has faced 4 consecutive years of losses. The price competition and the high price of the yen has hurt Sony's sales and margins. This has affected the entire Japanese electronics industry, which has suffered consecutive years of losses, including Toshiba and Panasonic. Hirai is changing Sony's strategy in the television business. Instead of targeting a goal of 40 million in sales for television sets, he is cutting this in half to 20 million and reducing the size of its television sales operations. Sony's plan appears to be to focus on its strengths in new technologies and maufacturing, including the new 4 K technology, which would have to be adapted to mass market from its current specialized application. By doing this Sony would not have to compete on price in the manner it does today with Samsung and other Asian brands which have closed the gap in conventional technologies. Hirai's employee cuts follow the 16,000 job cuts made by Howard Stringer in 2008, during the global financial crisis. During March 2011 Sony had 168,200 employees....

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This podcast in WSJ tells the amazing story of the development of a vaccine for malaria by a British scientist that took forty years. In a world of short run startups this tells the story of medical and indirectly other research include research on renewable energy to tackle climate change that takes years to develop and makes a lasting change in our lives. This is also true of the mRNA vaccine developed by two German scientists of Turkish descent who developed the Pfizer vaccine. The Novavax vaccine in the US also has a story of resilience in the face of many challenges. Mr Scholz of the SDP, currently vice chancellor of Germany and winner of the German election said recently he wanted to expose the myth that was created of the self-made man that has penetrated our culture over the last 2 decades. One cannot even conceive of self made people at a time when the whole world depends on vaccines developed such as mRNA vaccine by these 2 German scientists at university labs that are the first line of defense against the coronavirus. Both scientists took only half a day off when they got married. Both are children of immigrants to Germany from Turkey. They both cycle to work. Mr. Shin says "I don't have a car. I am not going to get a plane. What's life changing is to be able to impact something in the medical field." The electric batteries used in today's electric cars use technology developed by a Japanese scientist and professor who also worked at Toshiba in the face of many challenges. ...

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China's assembly work accounts for just $3.70 of the Apple I Pod's value, The display module costs$20 made by Toshiba-Matsushita and of the $224 wholesale price $80 consisted of Apple's gross profit. This is from a study by 3 economists of the University of California at Berkeley and Irvine, Linden Dedrick and Kraemer. Out of electronic and IT exports of $300 billion China's value added was about 15% or $45 billion according to Leo Branstetter of Carnegie Mellon University. Foreign firms account for the largest share of exports and all of the top ten are overseas firms. In India mostly the IT business is a services business and it has not made the breakthrough to create original software products that are marketed worldwide.. In this sense there are a lot of missing pieces in both countries efforts and a lot remains to be done.

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Toshiba takes a risk by having it new DVD standard products manufactured in China to reduce the cost.

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Toshiba bought Westinghouse 2 years ago for $5.4 billion. Westinghouse is only the nuclear power division, three units., one that services nuclear reactors, one that builds nuclear plants and one that provides fuel for nuclear reactors. Because of concerns for climate change and nuclear power looking more acceptable than dirty coal fired plants, sales at Engineering Services unit have tripled since 2003 as dozens of nuclear plants are being refurbished. Now the unit that builds plants is taking off while engineering services is flat in revenues. But the Engineering Services division is trying new things to help engineers do a better job and trying new things with senior managers actively tackling things in the way of growth. The push from Toshiba has helped kickstart the culture at Westinghouse.

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Anne- Marie Slaughter's new book Unfinished Business is reviewed by Laura Vanderkam. Ms. Slaughter says in her new book that part of the unfinished business for women in the workplace is to give women time for child care duties in a way that does not hurt their careers. Anne Marie makes the case on the grounds that this is a social bias. Yet there are many reasons beyond simple fairness, and the value of parental work. Women can contribute to society in different ways than men. For example reports show women are more interested in using technical skills in ways that will benefit developing countries. Women bring a different perspective than men. Women are also prominent in scientific fields. For this contribution to grow and enrich society it can be enlarged by giving women proper benefit for maternity leave, and preserving the ability to come back and contribute in the same way after the maternity leave period is over. Toshiba did this for a female engineer who had made significant contributions in the technical field. Doing this would also help in other ways. It could make it more attractive for women to have kids knowing it will not hurt their careers or the careers of their partners. This is needed in western societies with falling birthrates and declining number of young people to support larger numbers of older people....

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GM plans to bring the Chevy Volt, a plug in type of car that will run more on the battery than the Toyota Prius- which uses gasoline support as soon as it picks up speed- to market in 3 years. But it doesn't yet know how it will do it. What created the opportunity is that Toyota is having a hard time of its own trying to figure out a battery that can provide more electric power, more punch, that would raise the Prius mpg from 46 to about 80 mpg. Its lithium ion technology batteries to achieve this haven't passed the safety tests so Toyota is pushing this back to 2011. This created a opportunity for GM to come up with its own for a plug in Chevy Volt. Its looking a small companies in the US that might supply these batteries. GM has come up with 2 consortiums of suppliers, one from MIT called A123 that is based on the work of MIT Prof.Yet-Ming Chinag who works with iron phosphate technology that is less prone to fires and safety issues. The other is led by S. Korean chemical maker LG Chem. Toshiba is working on research for a lithium ion battery for cars that will be safe on the Japanese side. It is not clear how this will turn out because batteries for laptops have had fires and safety issues, but the R&D is on in earnest for a new safe electric battery for cars. And automakers know its not just about an electric car. On it rests the image and innovation leader perception that is so important in marketing that no amount of advertising can fix, as the US automakers have learned to their extreme grief. ...

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Is the Volt an idea vehicle that will be produced on a very small scale too small to have any impact in the car buying scene or worse still an idea vehicle that is ways off a prototype stage or is it something more serious? The battery is a critcal part of this. Toyota worked with Matsushita and Toshiba to develop its battery for the hybrids. GM needs some highly capable partners with large R&D budgets to come up with a suitable battery for the Volt but little information on this is available or GM has not really thought this part through yet.

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How IBM set up an Innovation Network to share costs and add to the brain pool from outside and share the burden of huge new investments needed to buy new plant and equipment. This is the way that IBM revived its chip making operations. By forming a innovation network and pooling together the engineers, scientists and resourtces of several partners- AMD, Sony, Toshiba, Freescale Semiconducor, Albany Nanotech. In 5 separate alliances IBM's partners contributed $1 billion and 250 scientists and engineers who work at East Fishkill, NY chipmaking facilities. The idea is that any time there will be more brains outside the company than inside. So collaboration has big advantages.