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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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Mario Monti says he had to do things quickly after his financial emergency government took office in 2011. There was less consultation and most of the initial reforms were done under pressure from the EU and a crisis situation in financial markets. Change takes some time to accomplish, says Monti, his period in offfice was too brief to tackle the entrenched interests and bureucracy. He and many of the cabinet had never been part of any government, yet had to act quickly. The oath of office on Nov. 16, "Save Italy" decree on Dec. 4. His government simply told the unions this is the pernsion reform, did not consult with them. As the crisis receded the pressure receded, and with 2013 elections approaching the political parties were back to electoral politics. Monti's view is that for decades the interest and corporatist groups have taken over government. Under the right, the inital mood of change gave way to takeover by entrenched interests leading to no changes under Berlusconi. The left feared pension reform would hurt them politically. If he had five years, Monti says, he would have tackled the bureaucracy the first day. In the end, Monti views his coming to Rome as landing from Mars, someone from the outside tackling deepseated problems in a short time frame. An assessment of Monti's contribution should take this into account. He was unpopular for the austerity measures which may have deepened the recession. Yet his contribution was in bringing a new seriousness to Italy's problems after decades of neglect by both the right and the left in Italian politics and government, and by corporatist interests in government. The beginning made by Monti, now gives Matteo Renzi a chance to make the tougher changes needed for Italy to return to growth....

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Sales of Ford's best sellig pickup truck F-150 fell 31% in May, compared to May 2007, and sales of SUV's and pickup trucks dropped 24%. Its sad that it took so long for the American car companies to phase down from the large vehicle business and shift resources in a big way to smaller cars.

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Ford may be preparing for a bigger loss in 2008 than the $2.7 billion loss in 2007. Sales of the Expedition and Explorer and the F-150 truck have dropped significantly. These sales have dropped nearly 30% through May of this year over last year for Expedition and Explorer, and dropped 19% on the F-150 truck. One anlayst says Ford has $7-9 billion after all its other obligations as a cushion so the automaker is on thin ice. GM faces similar problems.

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Economists score Geithner's performance an average of 51 out of 100, Obama's an average of 59, and Bernanke's 71. 42% of respondents scored Obama below 60.

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Milbank describes Romney's problem as similiar to that of Al Gore- the feeling one gets that he is just not authentic. He tries to be a regular guy but he is not. He campaigns on his business experience, giving little attention to his record and experience as governor of Massachusetts.

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William Cohan describes the "bait and switch" techniques used by Bain Capital that he experienced in his personal dealings as a deal maker for 17 years on Wall Street. By this he means that Bain would make attractive offers in the early rounds of an auction for firms as the only way to get selected as a prospective buyer for a final bid. This was necessary for Bain to visit the company facilities and examine its books on-site. At that point Bain would finds all sorts of problems with the company and lowball its bid. Cohan says of all the private equity companies Bain Capital was the one most noted for using these methods during the period Romney headed the firm, and questions the credibility of Bain's word and Romney's word.

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World Bank chief Zoellick sees advantages for China to remake its industrial structure and its society especially boosting local wages and increasing the purchasing power of ordinary Chinese through a strengthening of the yuan.

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How does construction industry health or troubles affect industries like auto especially the market segments sensitive to how the construction industry is doing which is the large pickup market. Were builders better prepared or did tey end up taking some of the same risks. They ended up buying too much land and the value of the land dropped it tripped the builders up in the amount of debt they were allowed in their contractual agreements with the banks. And the builders still ended up with a lot of their profits tied up in a few states even though they spread the building to different parts of the country, for example over 50% of their profits estimated to come from 3 states alone, California, Florida and Nevada.

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Difficulties facing Britain which depends on continental Europe for exports and would be affected by whatever happens in Europe, and yet is reduced to being on the sidelines. This comes at a difficult time for the Cameron government, which is a coalition of Conservative party members who are euroskeptics, and the Liberal party members who are the most europhile of the the three major British parties. Sarkozy and Merkel have made clear that they would move ahead with a closer fiscal union within the eurozone, no matter what Britain's views are. This leaves David Cameron's government to what Labor leader, Ed Miliband, called "handwringing," as Britain can do little about the future direction of the EU. Cameron is able to please backbenchers in parliament from his party with talk about protecting British interests, but has no neotiating leverage, according to Steven Fielding, director of the Center for British Politics at the University of Nottingham. Britain may also have antagonized European leaders. Sarkozy said about Cameron and British government views: "You say you hate the euro and now you want to interfere with our meetings." This also happens as Britain faces rising unemployment, and deficits larger than anticipated after austerity measures taken by the Cameron government....

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The government of Theresa May and the EU appear to be on a collision course with the release of the EU draft legal agreement that says Northern Ireland must remain in the customs union and future arbitration or appeal would be under the European Court of Justice.

Ireland favors the EU draft and sees it as a default solution to avoiding a hard border with Northern Ireland if it becomes necessary. Theresa May and the DUP party of Ireland on whom the prime minister depends for her coalition government's thin majority support in parliament, both reject the EU solution. 

The Labor Party says it would solve the Irish border issue by entering into a new customs union with the EU, so that no checks are needed at the border for people and goods. The Labor party sees it as vital to prevent any effort to undermine the Good Friday Agreement that forms the basis of the peace in Northern Ireland.