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The Jihad anti-Indian groups and the Pakistan Taliban in 2009, as they disrupt life in the Punjab province.

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The port of Long Beach which takes in 20% of the container shipping of the USA,, and is next only to Los Angeles port in container shipping, is becoming a story of two economies, the American and the Chinese. Thousands of cars from Toyota, Nissan and Mercedes are piling on port property turning it into one huge parking lot, as dealers across the country say they have no need for them, and piles of paper and metal baled together to be shipped back on these ships to China to be recycled into cardboard for export boxes are also piling up as China no longer needs them. The drivers who drive the trucks are also being laid offf and looking for new jobs, which are signs that a deeper economic downturn is underway and the the Detroit automakers GM and Ford CEO's who told the Banking committee that they are making their estimates for 2009 on the basis of a 13- 14 million vehicle sales year may be in for another rude shock. The figure for the last quarter may be running at 10 million, and if this continues into 2009 as its expected to do, even the producton of cars after accelerated plant closures may have nowhere to go in 2009. Which is why there are so many questions about what is going on in the auto industry and so much need for candour and frank discussion that was missing in the evasiveness apparent in the Senate hearings on November 18, 2008, as CEO and union president skirted around the issues and senators failed to ask many other questions like these on what is happening on demand as well as many others....

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The terms of the debt restructuring deal with the bond swap in Greece become clear on March 9, 2012. In the deal with private bondholders -using collective action clauses to force remaining bondholders into the deal- about 96% of the 206 billion euros of Greece's bonds will be exchanged. Private bondholders held out throughout most of 2011, delaying the inevitable as Greece's economic situation became increasingly hopeless. This created a logjam with the German government, which insisted on serious private sector participation and bondholder haircut as the cost of poor lending decisions of the French, German and other European banks that made loans to Greece out of proportion of the ability of Greece to payback loans. Charles Dallara of the Institute of International Finance, negotiating for European banks, offered a 10% average loss on the bonds in July 2009. It was not until German Chancellor Merkel told Dallara at a late night meeting on October 27, 2011: "this is my last offer," for a 50% loss on the face value of the bonds, was agreement reached. The Greek debt swap that now takes place will give private bondholders a loss of 53.5% from the face value of 200 billion euros of bonds that they hold. The new Greek bonds issued in place of the old bonds include short-term bonds issued by the eurozone rescue fund at 15% of the face value of the old bonds, and a series of Greek bonds with maturity ranging from 11-30 years valued at 31.5% of the face value of old bonds. That even this 53.5% bondholder loss will not be adequate, as Greece's economy looks irretrievably damaged as it spirals downwards, is shown by the value of these bonds already trading in a hypothetical "gray market." The new 30 year bond is quoted at 17 cents and the 11 year bond at 22 cents. The questions remain about the stalling by the banks in taking the losses earlier- was this the wisest move considering the losses beyond Greece as the eurozone economy as a whole has suffered from the prolonged negotiations stretching through 2011, lurching from one crisis to the next? Even if the stalling was designed to give time for banks to repair their balance sheets, was this the best strategy, considering the damage inflicted on European economic growth. John Taylor of Stanford points out that the European banks delayed the unavoidable serious debt restructuring for too long, when insolvency was the real issue not illiquidity, and exaggerated the effect of contagion from the beginning- in John Taylor, WSJ, 2/22/2012, A Better Grecian Bailout. And John Cochrane of the University of Chicago, points out that French and German governments if they bailout French and German banks should do so openly and frankly rather than cover this up as bailouts of countries, because this would lead to serious questions about the poor lending decisions of the European banks and government supervision of the banks- in Cochrane, WSJ, 12/2/2010, 'Contagion' and other Euro Myths. As early as Feb. 2010, Cochrane was suggesting the forced exchange of new bonds with long debt maturities for exisiting bonds with short debt maturities, as short term debt was the major issue here. ...

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Even though E-Bay executive Meg Whitman has outspent Jerry Brown by $130 million, much of it her own money, she trails Brown by 8 percentage points in an Oct 20 survey by nonpartisan Public Policy Institute of California. That survey showed Brown leading 44% to 36%. She had a hard line stance on illegal immigration in her ads for the primaries, which changed later in the campaign to attract Latino voters. Her campaign crafted by consultants focussed on three themes- cut government spending, create jobs, and fix education. Brown is a former Governor of the state and current attorney general. Experts attribute the lagging Whitman campaign to voters leery of 2 kinds of politicians- the first is the career politician and the second is longtime corporate executives. In other polls Senator Barbara Boxer is leading Ms Fiorina, former HP executive, 43% to 38%. Because of last minute surges in the polls, a lead of 8 points or more is considered necessary for the governor's campaign, for a candidate to win. Another factor is that Governor Schwarznegger came in with no political experience, and was beset by the state's fiscal troubles, with his poll ratings now at 28%....

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Zeit Online shows in this article the continued efforts of the Russian government of president Putin to discredit Chancellor Merkel, following efforts to do this for Hillary Clinton in the U.S. presidential election.  During the Ukraine crisis and the settlement accords of 2014 Germany was seen as a partner by Russia, following sanctions, and renewal of these sanctions Russia no longer sees Germany as a partner. This report shows Russian efforts to discredit chancellor Merkel and the use of RT German channel, WikiLeaks reports of Chancellor Merkel and the TTIP agreement, for the same purpose. The refugee crisis following what is happening in Syria with Russian involvement, terrorism, financial crisis aftermath from 2008, are being used  says Zeit Online to support a movement for "order" as the state ideology now put forward from the Russian government. This could be an early indicator for the 2017 German federal elections, says Zeit Online. Merkel has said that she supports continuation of western sanctions on Russia. It is hard to see what Russia has gained in improving its economy and the standard of living of the people from this type of political action. Putin was able to achieve economic goals during 2005-2010 using good Germany- Russian relations as shown in LyrArc. This was the earlier period of Putin's terms in office, with a broad group of advisors, including finance minister Kudrin, who set forward a prudent economic course for Russia including foreign investment. The world and Russia are poorer from the departure from this earlier set of policies which would have enhanced Russia's economic growth. Kudrin was fired in September 2011, and the economic course has gradually drifted away from what is most prudent for the Russian economy and growth, and for the global economy. Nationalism was part of an earlier period before 1950, that led to frequent wars and economic catastrophes. A new course has been set since then, especially by American presidents Truman and Eisenhower, and people in India, China, the developing world, in Europe and in the U.S., would see little to gain from the politics of that earlier period in world relations.  ...

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A good sign that the Obama adminstration sees the importance of cutting civilan deaths from American airpower, is the effort by the American Ambassador to personally meet with the civilans affected and their families to express his pain at the tragedy. Without civilan support the Afghan war against the Taliban may well be lost in the vast mountainous country, a country and a people, like most countries and people, with an aversion for foreign troops.

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Greg Mortenson runs 78 schools in remote poor areas of Afghanistan and Pakistan on a budget of $2.8 millioon he raises through small donations to his foundation, the Central Asia Institute. The Pentagon is listening to Mortenson and he has met privately with Mike Mullen, chairman of the Joint Chiefs of Staff. THe military has specially sought him out. And General Petraeus has read his book Three Cups of Tea and passed it on to his staff for reading. He also has been asked to speak with senior officers of the Special Operations Command. Greg Mortenson believes getting amoderate education for these children is the best way to prevent the spread of Islamic extremism. In addition to the 78 schools he also runs 48 other schools in refugee camps in the region and 28,000 children in the 2 countries attend Mortenson's schools. In atalk to the Pentagon uniformed officers in 2002 he told them that the $840,000 spent on each of the Tomahawk cruise missiles fired into Afghanistan could have been used to build dozens of schools. He asked them which would you think will make us more secure? ...

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Steinmeier has pursued the middle road in Germany's relations with Russia even after the tensions over Ukraine. He says we have to put behind us the illusions that a multipolar world will replace the bipolar world. He looks to his Protestant faith in these times, and says it is important to stay involved, and not allow escalation of conflicts at the periphery, such as the one in Ukraine. Critics such as the German newspaper Frankfurter Allgemeine Zeitung, say his diplomacy and efforts at Ostpolitik is a matter of just opening doors, that Putin has already created discord in Europe.

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Whitacre is basically blunt about his mission from the Obama adminstration when he attends meetings at the Tech Center in Warren or at the Westin Detroit Airport hotel and the San Antonio club: get GM growing again, he wants to see market share north of 20%. The Obama administration, Bloom and others are clear about the government wanting to get its $50 billion for the USA and $9 billion for Canada back as early as possible. He has told GM's Henderson he will be replaced it things don't change fast enough, and he wants product out faster, 2 year development times for new cars instead of three years today. The same message has been passed on to middle and upper middle managers in diagonal meetings. And what are readers commenting on this- and readers views matter a lot because GM has a wrong perception out there that hurts sales- a third of twelve readers said they cannot understand why young people are not moved up to run the company especially from design and engineering, one mentions Whitacre's age 70 years. A third just don't think much will change, and one says he will buy aFord. And a third says Whitacre is the guy who can shake things up and he should. ...

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Battle at Wamat in 2008 where militants outnumbered an American outpost of 48 soldiers and overran the place in eastern Afghanistan. THe mistakes made and how its part of the new strategy for General McChrystal.

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Stephanie Pope is good for Boeing and good for America. Pope headed the parts and services business, and is now the CEO of the commercial aircraft unit. With quality defects a major issue for Boeing leading to two CEO's leaving early, the last being Mr Calhoun a finance executive leaving in December 2024, there is strong opinion that an engineer is needed, yet merely an engineer is not enough as Muilenberg an Iowa State engineer stepped down in 2019. Stephanie Pope has an accounting degree from Missouri State, joined McDonnell Douglas in 1994, which merged into Boeing in 1997.  She says "Culture beats strategy. If you have wrong culture you never succeed." and "Out of failure comes success. You can't be afraid of failure." It's rare to hear that. It also tells one that she has the right idea and practices about the process and hard work that gets results. Pros- she loves the company her grandfather was sheet metal inspector for the company, her father electrical mechanic, at McDonnell Douglas based in St. Louis, Missouri.  She has worked 30 years at the company. She aspired to be a teacher- and its good to have humility.  A VP in the parts and services unit describes how she helps out when quality issues come up in a hands on way bringing in engineers and other resources to help. The Chief Engineer says she is comfortable in the technical space.                                                  Cons- She has an accounting background. There is a sense that Boeing wanted to push planes out of he factory floor as fast as possible to meet production targets. Stephanie Pope with her humility, hands on style, her attitude in work with others, treating assembly line workers with dignity, her attention to the culture at Boeing, persistence in the face of failure,  all present a rare opportunity for Boeing and for America to engage in the task of renewal under a new leadership conscious of its responsibilities.        ...

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McInerney takes personal responsibility and puts top priority on the Dreamliner. He says we will be defined by the 787, though not at this moment. This means he is personally walking through Boeing's and Boeing supplier's plants to see things first hand, and have the daily progress reports coming directly to him. This means closer supervision and taking steps to get things right. One step was to get some managers from its Defense unit into the 787 program management to correct things, buying Dallas based Vought Aircraft out of a joint venture with Italy's Alenia Aeronautica in South Carolina where sections ofthe 787 are being joined. He also stepped in taking control of key parts of the 787 program, and insisted on Boeing mangers closely monitoring and getting involved with first hand knowledge on supplier's sites and getting action where needed, and stationing Boeing people at each supplier's plant. His earlier style was a bit hands off in comparison. The 15 month delay in the 787 launch and the rather ill timed gala in Seattle for a plane that was hollow inside, and with managers having no idea that supplier's were already behind in their part of the program or not doing anything about it, may have suggested to investors that Boeing's McInerney and his key people were really not at grips with what was going on in their own company. From its July high of $107 Boeing stock has dropped 27% to $78 and recovered only slightly to $83 still 23% below the highs. Experts feel that McInerney will either lose big or win big. He wasn't there when the 787 program was started. Now he has to show he can get things right. His initial moves look like the right ones, taking personal responsibility, making decisions to fix things, and not hesitant to take corrective action in the midst of difficulties such as getting into suppliers factories first hand to see things on the inside. And gettiing his best people from other parts of the company into a team and putting them on the 787, and so on. See the link to the Airbus experience with their jumbo jet A380 which ran into similiar problems in the WSJ. There the French teams who were the better able to solve the problems were brought into the German plants to help get things right, even though there were cultural issues to be overcome. McInerney has process based experience at GE where quality and manufacturing were important, and he has delivered good results with an 84% increase in income to $4.07 billion, on an 8% increase in revenue to $66.4 billion in 2007. This comes just 2 to 3 years since joining Boeing in July 2005. Boeing may have to pay $4 billion in concessions and penalty payments for late deliveries, and Boeing is going to set aside this cost by booking the first 25 delieveries at zero-profit margin....

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Days after firing Henderson, and leaving Lutz with an advisory role with no reports, Whitacre who is now the CEO has moved to bring younger managers in important positions. Mark Reuss assumes the role of head of the North American operations. One year ago he was running the Australian operations. He was only recently in charge of engineering at GM. The Board is pushing for these changes. Whitacre says the GM culture and tendency for top managers not to bring in younger managers to run things has stifled talented younger people at the company. Susan Docherty was given additional responsibilities of marketing. Some of these moves were long overdue. The old echelons simply stayed on for too long risking the jobs of tens of thousands of GM workers and taking the company to the brink of disaster.

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With Whitacre in charge at GM there is a change of style and substance that just flows from who the man is. He is a no-nonsense guy, who once told a colleague from his days at Southwestern Bell, that God gave us two eyes and one mouth for the right reason so we should use it in that proportion. He is quite matter of fact about approaching the probems at GM right from the beginning. From those early meetings at the Westin airport hotel in Detroit, where he would tell GM executives and Henderson that if things did not happen the way they should and quickly he would find the right people. After there was a lot of soul searching about Henderson's decision to sell Opel- and three directors with private equity background decided it was bad for GM, that GM needed Opel for its compact and midsize car engineering and sales volume- Henderson was replaced as CEO. The decision was reversed. Within 3 months of Henderson's departure four other executives were let go, 20 more were reassigned and seven outsiders were brought in to fill top jobs. Lutz was marginalized. Reuss in his forties was placed in charge of N. America. The metrics were simplified from Wagoner's days to six: market share, revenue, operating profit, cash flow, quality, and customer satisfaction. His approach to get managers who make decisions fast and correct mistakes speedily. Vice chairman and CFO, Christopher Liddell, is from Microsoft and joined in January. Liddell points out that 12 of the 13 person GM executive committee are either new to the auto industry or outsiders. And the seniormost Whitacre and Liddell, are new to the auto industry and outsiders, so Whitacre can point out that GM has run the business in a more complicated way than it needs to be. The big changes are cultural. And making these changes for a company the size of GM and with the trauma that happened at GM with the speedy decline, required someone with the experience Whitacre gained in tackling the problems he faced at Southwesten Bell and the new AT&T, with its changing culture. The tough down-to-earth nature of the guy, with no affectations or layers to his personality whatsoever, proved an asset at the new AT&T and now at GM. Other decisions he has made at GM, are some strategic ones like bringing down incentives to sell cars, the latest being letting market share drop in March in the face of Toyota's heavy use of incentives to recover from the recall crisis, but sticking to reducing the incentive dollars by $1200 to $3500 per car. This made it possible to achieve sales goals. And some tactical but of great significance, from a common sense approach to GM advertising with his remark "I'm sick of Howie Long." Pitchman Long was a football player, and what Whitacre insisted on was showing off GM's best models and features to blow the competition, like the "May the Best Car Win," campaign. That many of GM's ads didn't focus on the cars and didn't make any sense, like little Cadillacs flying out of a birdhouse, makes this truly incredible to an outsider. Other things Whitacre brings are a change in his expectations, and his overall demeanor. This impatience may be a good thing for GM especially with the capital investment in new models, plant investment and better decisionmaking, and commonsense approach, to back it up. In the car industry it can't hurt for the top guy to look at the car clay models and ask why they can't be brought to market in 12 months. It gets people thinking differently. Asking a Cadillac dealer he knows in San Antonio why they should'nt be selling twice as many Cadillacs if the marketing was better. It helps when the top guy can visit a plant and have "diagonal slice meetigs" with plant staff, workers and UAW people, to talk about things in sweat shirt and jeans with no airs about yourself whatsoever, and to follow this up with a repeat meeting some months later and announce a $136 million investment, as he did with the Fairfax plant in Kansas....

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Toyota moves back to its utilitarian roots, where costs matter and pricing matters. Higher cost technological advances are being rejected in favor of older approaches that accomplish the same thing in the manufacturing process at alower cost. And pricier features like the solar ventilation system option on the new Prius are being rejected so that the price can be made more competitive with American cars. Even the idea of pricing Toyota's cars at apremium of $1000 or $1500 over American cars is being questioned in this market. The new Prius mad due to come out this year, developed at a time when Toyota was coasting as it emerged as the most profitable and the largest auto manufacturer in the world, has a price tag of $28,000 versus the $22,000 for the current Prius. This has alarmed some of the bigger Toyota dealers so much that Akio Toyoda the new CEO visited Southern California to talk to these dealers about what has gone wrong with the pricing. These dealers told him that they were worried about that price when they were drastically discounting current Prius models to maintain their sales rate. This is also happening when Toyotas are piling up unsold on car lots at most ports in the US. As Toyota competed with GM for top spot in sales Toyota's management of Watanabe and Kinoshita, the outgoing CEO and his assistant, say critics inside Toyota, lost sight of the need for caution as the company's manufacturing capacity expanded in Japan and overseas. Now with the selection of Akio Toyoda to succeed Watanabe as new CEO, the decision has been made to make a shift to anew generation of managers, with the retirement of 3 executives including Kinoshita and Watanabe. ...