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Sony has lost its focus, it is in so many lines of business, that its brand identity has been lost. Especially in Japan where it is in cosmetics, massage, mailorder shopping club, insurance, finance, robots etc. It has 1000 subsidiaries and affiliates worldwide, of which a third are unrelated to its core electronics business. How does this hurt? It hurts because management is distracted, and when top management is distracted then its not focussing on customers, changing business trends, creativity in its business pioneering new products. In a big company this problem is just magnified by the bureaucracy that develops. Problems similiar to the ones faced by IBM and General Motors. The analysts and Howard Stringer talk about restoring the Sony premium. What is a premium, its not just the brand, its the innovation or something special behind the brand that enables it to command the premium. Stringer probably understands that its the innovative edge that Sony as lost. See the other piece "Howard Stringer, Sony's Road Warrior" by Siklos and Fackler in the Sunday NYT, May 30, 2006 with Stringer shown in a large picture imagining him as a Sumo wrestler. An unforgettable picture. In that piece it becomes clear that Stringer is keenly aware about Sony's and Japan's weakness in software which is increasingly driving success in products when combined innovatively with new bold concepts. He says there that Sony takes great pride in its hardware, and this is true of Japanese creative spirit in innovative and miniature gadgetry, but its capabilities in software are very modest. As one action step Stringer has hired Tim Schaaf , a senior Apple executive to lead that effort at Sony. The other part, getting the focus back by focussing on customers of electronic products is evident in this piece. Ryoji Chubachi, head of electronics and co-head of Sony with Stringer, regularly visits large retailers to offer incentives for making Sony products more visible, something the prior management failed to do. The prior management failed to focus on customers, and thought it beneath their highflying ways. One of the decisions by Chubachi in TV's is to price HDTV sets close to the price of Panasonic, Samsung and Sharp at large retailers in Japan. This makes sense to gain market leader status, as it shows Sony is living in the real world and taking decisions appropriate and relevant to a premium free environment in television sets. You a manufacturer cannot imagine a premium, a premium is a perception in the minds of customers and most likely reflects a perception of uniqueness, creativity, fashion and some other attribute, which can include engineering. Sony's philosophy has stated in Akio Morita's book "Made in Japan", was to be a pioneer, to walk the untrodden ways, break new ground. One aspect of this in comparison to Matsushita, Sharp and other competitors, was going to be its individuality, something Morita borrowed from his days in the US, because it is typically American and sort of unJapanese in a way. Though this is a generalization and many American companies merely follow and some Japanese companies have their own way of doing things even if it is thought of as being very Japanese like, witness Toyota in its Aichi prefecture surroundings. In this light the surveys show Sony significantly deteriorating in "conspicuous individuality." The New York Times cites a survey from BP Nikkei Consulting in Tokyo that the number of consumers saying that Sony showed "conspicuous individuality dropped to about 25% from about 40% the year before. ...

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Questions about the whereabouts of Masataka Shimizu, president of Tokyo Electric Power Company, which owns the Fukushima nuclear plant. Shimizu was last seen in public appearances at a news conference on March 13, 2011. The chairman of the upper house of Japan's Diet, the parliament, calls this "inexcusable." The governor of Fukushima prefecture, Yuhei Sato, tells Japanese television that the people there cannot accept apologies, "because their anger and anxiety are extreme." Protestors walk past Tepco headquarters, chanting "No more Hiroshimas."Toko Kanoh, a former Tepco vice president, and for 12 years member of the Diet upper house, says Shimizu should talk to the public as soon as possible. This kind of disappearance is not uncommon in Japanese corporate circles. During the Toyota recall crisis, the chief of Toyota was also unavailable. Shimizu like other senior executives in the corporate elite is a lifer, having joined Tepco at 23, after graduating from Keio University. Because of the size and influence of Tepco, it produces one third of Japan's energy, he is also vice chairman of the Nippon Keidanren, the Japan Business Federation. Shimizu's role at Tepco was marked by an effort to restore profitability after the 2007 earthquake that damaged a nuclear plant. Shimizu decribed Tepco's core mission in the last annual report as "cost-cutting. He describes the need to construct "disaster resistant nuclear power stations," but at the same time in somewhat of a contradiction, says that the company had cut the cost of inspections not "by postponing them but by reducing their frequency." Just as Toyota went through a wrenching crisis after cost cutting and insulated corporate executive behaviour, which combined with technology and user behaviour put its safety reputation in risk, Tepco finds itself in severe shock. Tepco has lost two thirds of its value on the Tokyo stock exchange, and is looking for $25 billion in emergency loans. ...

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Even with the growth strategies of the Abe administration in 2014, projections of the IMF show growth rate for Japan are at 1.0% for 2015, compared to 3% for the U.S., 2.5% for UK, and 1.6% for Germany. The Third Arrow in prime minister Abe's Three Arrows program now follows the implementation of the other two Arrows- monetary easing and public works spending. Abe is faced with the task of convincing foreign and domestic investors that he can implement a winning growth strategy for Japan. The plan announced in June 2014 is an effort to overcome barriers to growth with a strategy that will work. The core of the plan is to cut the corporate tax rate from 35.64% to below 30% in the next couple of years. The corporations are expected to do their part to improve corporate governance and return on equity, so that shareholders, domestic and foreign investors, have more incentives to invest in the Japanese stock market. Analysts and economists say this plan has attractive features. It asks Japanese companies to increase ROE and ROI to global levels through a Tokyo Stock Exchange corporate governance code. Companies listed on TSE and not following the code will have to come up with reasons why they are failing to do so. Some analysts say this would increase the value of companies. Companies are more likely to make investments with cash that is not being invested. The plan includes measures for bringing more women into the workforce, which is seen as a serious committment to women. In addition to increasing the number of child care centers, this plan includes tax revisions that benefit women joining the workforce. Increased representation for women at the executive level is also part of this plan. Hiroshige Seko, a top adviser to Abe, says importance was given to execution for results, so that a score of 80 with definite results was preferred to an uncertain attempt to get a 100. To do this some compromises were made. The plan for special economic zones is still in the drafting stage as discussion is just beginning. A shakeup of the Central Union of Agricultural Cooperatives and more flexible medical care will be taken up gradually. The efforts to increase ROI, ROE, and improve corporate governance were initiated from the time of the Koizumi administration, and the latest plan may bring results after over a decade of effort in this direction....

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This story in the NYT describes how the flawed effort to pass the Republican healthcare bill or repeal the Affordable Care Act passed under president Obama failed after another effort. Many developments killed it. In the end the president lost interest, especially when he saw Republican Senator Rand Paul of Kentucky go on talk shows on the weekend before its collapse to complain about the bill. Senator Collins of Maine was exasperated by the way the bill was being rushed through Congress, and she voiced her strong opinions about this by talking to people back home in Maine and sharing her conversations with the media. The bill pushed by Senator McConnell, the Republican leader in the Senate, imposed annual caps on Medicaid spending. And did this without any discussion, shutting out committee debate, any public discussion, or formal drafting. Once this process was set in motion in this way the Republican Senators formed camps. Senator Grassley of Iowa and Jerry Moran of Kansas, normally conservative moved to the moderate side. Moran held a town hall meeting covered in the NYT, where older people voiced their concerns. Most of the patient advocacy groups, the hospital groups such as the American Hospital Association, and other medical groups also opposed it.  After Senator McCain of Arizona said he could not return following a surgery in Phoenix, Senators Lee and Moran announced their opposition. With this the bill's support crumbled including any effort to repeal the Affordable Care Act.  ...

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T.S.R.Subramanium, India's most senior civil servant and his thoughts about Indian development, the civil service politicians and the judiciary, expressed in abook titled GovernMint in India. He was Cabinet Secretary under three prime ministers. He is interviewed here by the WSJ New Delhi Bureau chief, Paul Beckett. He talks about the timidity of the civil service in the face of political ineptitude and the political class using government to benefit themselves without the checks on them. He says the politicians have come to dominate the civil service , have no checks on what theydo, and are twisting the civil service for their own gain. He knows of three cabinet level ministers in the last government that made money from their positions, with nothing done about them. Proble here could be that the framers of the constitution had some tough problems to deal with. If they made the civil service all powerful, could it turn out that the civil service like in Japan would not bend to the wishes of the people? And if they made the civil service subject to the wishes of the people the politicians could use it for their own narrow purposes and affect the task of delivering essential services and progress to the people. They chose the latter. Its true that the British civil service was disciplined and honest but they did not have to respond to the wishes of the people. The only safety valve left by the framers was in the electoral process and the wisdom of the people in throwing out politicians who did not deliver. The problem of dignity and national purpose in politics had to be left to the people themselves, their leaders and the thinking public in the society. He sees the judiciary as having failed too, in controlling the politicians. And he sees part of the problem in that the judiciary stems from the same English educated class as the bureaucrats. Says T.S. R. Subramanium, the political class is the only one that is not constrained by checks and balances, follws no effective code of conduct, and considers itself king. Subramanium's solution of a messiah type figure, is quickly disapproved of by all his colleagues, and he takes pains to clarify that what he means is someone who can get the public backing to cleanse it. ...

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Adam Bryant talks to 4 women executives about the problems women face in taking up higher management positions. One of the problems addressed directly and at length by the head of Pfizer Nutrition, Amy Schulman, is what she calls "the dutiful daughter," doing what is expected of you. This is also described as a serious problem for women executives in Asia by Riva Gold, where women not having 100% of the skills for a higher management job will step back, whereas men with only 50% of the skills step forward. Schulman says women have to be well prepared and have a good grasp of the subject matter, have acquired experience, and having done that they need to make their voice heard. Any anxieties about not getting it just right, or asking the question about whether "she belongs" need to be left behind. The leaders of companies need to create the environment in which biases and assumptions about women in the workplace do not hinder getting a mix of different voices in the corporation, which can only benefit from that diversity of people and styles. Another point she makes is that women have to spend their political capital, to stand up for colleagues and the team where appropriate, for principles that are significant, to be build credibility and win credit. ...

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The U.S. House of Representatives votes to repeal and replace the Affordable care Act 217-213. Moderates were won over by an addition of $8 billion  to add coverage for a popular feature of the ACA that covered people for pre-existing conditions.  The bill that passed gives credits of $2000 to $4000 a year, depending mostly on age, upto $14,000 for a family. Credits are reduced for individuals making over $75,000 a year or families making over $150,000. There is no mandated insurance coverage. This trims the federal budget deficit, yet also is expected to keep 24 million more Americans without health coverage after 10 years. The bill now goes to the Senate where moderate Republicans are worried that this may increase premiums for older people, one of the drawbacks of the earlier version of the House Republican bill.

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The rapidly changing demographics as the U.S. becomes more of a multicultural society. For the first time minority babies formed a majority in 2011 with 50.4% of new babies, according to the Census Bureau. The median age of the non-Hispanic White population is 42 compared to 28 for Hispanics. Hispanics are right at the child bearing age. This also raises the issue of how the U.S. will educate the minority population. Today 13% of Hispanics have college degrees, 18% of Blacks and 31% of Whites. High school graduation rates in places like New York City for Hispanics are lagging far behind other groups. The economic downturn after the 2008 financial crisis has worsened the educational prospects for Hispanics and other minorities. The education of minority children is essential to improve the competitiveness of the U.S. in a global economy, as the educational levels in emerging markets accelerates with more opportunities.

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A senior Indian diplomat, and former ambassador to China, Gautam Bambawale, says China's action in the June 15 clash at Galwan Valley was the worst violence since 1967. He sees it as a premeditated and well thought out action. His view is that India's relations with China will deteriorate further. That this was an action by the PLA to take territory to what it sees as the LAC or border. For small tactical gains he says "China has strategically lost India." This will impact trade and other relations going forward in his view.  Nothing of this sort was expected says Bambawale. All the agreements put in place since 1993, everything for tranquillity at the border, all the mechanisms, have now collapsed. Bambawale has provided a very lucid and clear account of the relations and the border issues. He goes on to say that Chinese observers have given reasons for the Galwan clash with PLA- that India should stay away from the US and other democracies such as the European Union. Some reflection shows that the opposite has happened. And further reflection would show that the same situation was repeated in the period of transfer from British Empire to Republican India, and from Nationalist China to Communist China from the period 1947 onwards. Different perceptions and different leaderships that gave the perception of gaps between the two countries. In the 1950's after the Korean War Chinese perceptions about India could have led to the incursions that brought China to the borders of India in 1950, similar perceptions of gaps in development and capabilities could have led to the conflict in 1962. From 1993 peace prevailed with India after China entered the World Trade Organization under president Clinton in 2001 following a 10 year effort. Because the focus in China was on development after a series of crises, internal sense of a widening technological gap with the US and Europe, disagreements with the Soviet Union, and the experiments with market economy, internal struggles for democracy. With that period coming to a close as the new trading relationship has led to working class losses in factory jobs in the US, China is faced with protecting its economy as it and the US look at changing supply channels and how it affects both countries. It is a critical time for China as it faces governments in US, France, UK and Canada determined to protect their own interests in manufacturing jobs, renewing supply channels, and in technological advancement. The response is similar to that in 1962 when seen from the Communist party perspective as a gap has opened up with India following China's progress in the 30 year trading relationship with the US and Europe. That gap and the difficult situation China faces today with the US and EU in trade and technology has brought forward the Galwan clash and future clashes in Ladakh and at the border.  As Mr. Jaishnkar, India's Minister of External Affairs as well as former ambassador to China,  has pointed out this is a very different aspirational India that China faces. The same kind of grassroots development that happened in China and rapid pooling of capital, human resources and technology inputs for development is taking place in India, and will continue for the next two decades, quickly bridging any gaps in modernization between the two countries. The difference between a youthful population in India and aging population in China and Japan, is likely to add another dimension. China's Buddhist culture that came from India is not likely to go away, more likely is that China will see a revival of Buddhist ideas of wellness and living more as culture than religion. The experience with British colonialism that prevailed both in India and China, and which from its base in India caused so much grief to China during the Opium wars will recede from memory. Extending borders from historical memory of Japanese incursions into border areas in Manchuria could have led leaders after 1950 in China to extend borders to remote areas in the Arunachal region of India and communist theory books may have created the perception of defensive moves. In the context of an aspirational India similar to China, and no real intention on the part of India to extend itself in any way to China's provinces in Sichuan, this extending of borders as a defensive move will be seen as stemming from memories of Japanese incursions in the 1930's, but simply costly and not relevant in any way to China's own aspirational development and progress. ...

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Vikram Pandit's style at Citigroup after 4 months, thoughful, asking lots of questions, fixing the little things that actually matter a lot, like the unwillingness of some heads of divisions to sit together in the same room, some hiring decisions and new lines of reporting and responsibiity and interaction in the organization structure that call for teamwork, discussion and collaboration. The oldtimers like Krawcheck used to clear lines of reporting are now getting used to the new culture of collaborative working. His style is first to come to grips with issues and not to come to snap decisions based on intuition, such as interviewing at length and asking tough questions at length to Ajay Banga, head of Citi's international group about the extensive defaults in Citi's consumer loan business in Japan. One of his views is that only if you get the foundation right can you talk about vision. Regarding pettiness in management and small grudges, its either going to be a partnership or you're not going to be here. some of his colleagues like James Forense say that they would take substance over form, judgement over form, any day of the week. And while he does not shy away from details like expecting lower level employees to pay for sporting event tickets Citigroup earlier gave out free, and he himself rides the subway sometimes, he has made some of the bigger decisions. Among these, getting capital from outside sources by travelling extensively abroad, urging Citigroup's board to slash the dividend for the first time in 20 years, selling off 2 peripheral units that did not belong and a third Primerica on sale also. And urged by his mentor former Treasury secretary Rubin who also used a note pad and a thinking thoughtful style like Pandit's at Treasury during the Asian banking crisis and the Mexican financial crisis, Pandit has been direct and realistic. He tells Wall Street that the fate of Citigroup is going to be decided to some extent by the duration of the environment we are going through, the twin perils of the debt-market crisis and the sluggish US economy. And that for now issues like these are going to overwhelm our actions. Pandit's father was a senior executive of one of India's leading pharmaceutical companies when the family moved to New York, so he has grown up around business, and is able to ask the question quite sincerely and matter of factly of his managers at the beginning of every meeting. "What are you doing with the shareholder's money?" After which come the torrent of well thought out questions, probing deeper each time, especiually where issues are festering for a long time, and remain unresolved. ...

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Mark Branson is a 44 year old citizen of Britain, who is head of the division in charge of supervising banks at the Swiss Financial Markets Supervisory Authority, Finma. He headed the UBS bank operations in Japan at the time when traders there were engaging in manipulating the LIBOR rate. This has raised questions in the Swiss parliament about the integrity of the Swiss regulator.

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The Treasury and Fed's handling of the financial markets crisis on Tuesday, Wednesday, Thursday and Friday as it unfolded Sept 17, 18, 19 and 20, the worst since the 1930's. With the credit markets battered, the collapse of Lehman Brothers investment bank and the rescue of AIG right on the heels of the rescue of Fannie and Freddie the previous week, and all these moves barely improving the general loss of confidence and increasing fragility of the financial markets worldwide. Steps like the ban on short selling by the SEC to stem two 400 point declines in the last few days, and the Fed setting aside $50 billion to shore up money market funds by making them whole where needed, and providing about $200 billion through the European Central Bank and the central banks of Japan, Britain, Canada and Switzerland, were tactical moves so Paulson and Bernanke had to address the real problem of removing the highly illiquid assets of risky mortgages from the financial markets. This would require working with Congress to put together the necessary legislation which is what Congress, Treasury, the Fed, and others will work on this weekend of September 21, 22, so that the legislation could be drawn up the following week and passes into law creaing some Federal agency that will buy up the illliquid mortgage assets owned by banks, investment banks, and other financial institutions before there is another series of collapses in the financial markets necessitating rescues by the Fed. Meantime Treasury has raised another $200 billion last week through sale of Treasurys and provided this money to the Fed to use as needed. The result of the most recent chaos in the financial markets has resulted finally in agreement among all parties about the need for committing taxpayer money in hundreds of billions of dollars to be used to buy up the risky illiquid mortgage assets at steep discounts to be resold later to bargain seeking companies so that the banking sector can repair their balance sheets and recover, as being much safer and less costly route than the cost of rescuing financial firms with systemic risk on an individual basis after a run on these firms or their imminent collapse. Which is why people like Laurence Meyer of Macroeconomic Advisors himself a former senior Fed official believe that this is the first serious effort to tackle the crisis by getting to the root cause of the problem and removing the illiquid mortgage assets and the Government an taxpayers spending the hundreds of billions of dollars but at the same time finally seriously tackling the crisis in a manner that will restore confidence to the markets and to the industrial economy of the USA. His comment, "the markets voted and they liked the proposal", as the Dow Jones went up 610 points at one point and ended up the day Thursday September 19 at 410 points gain for the day....

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The revolving door at the U.S. financial markets regulator, the S.E.C., and lax enforcement, as S.E.C. officals take up jobs at law firms and financial institutions. Here Inspector General Kotz and Senator Grassley provide many examples of revolving door practices at the S.E.C., with officials taking up positions and bringing their expertise to private firms being regulated in the same fields and specialized areas.

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This is an exceptionally humorous operating room story of Dr. Trump and Dr. McConnell by Kristof of the NYT. Sometimes humor tells the story- and Kristof does this using a story of a surgeon president Trump in the operating Room trying to address the concerns of the patient Janet, as he keeps telling her she needs a new heart with great benefits, great benefits, before she implodes or goes down failing. Flat out take the old heart out even if a replacement hasn't been found, believe me great benefits the surgeon tells her, just that the patient just isn't getting convinced as its happening to her. The analogy is with replacing a health care plan, not just the Obama plan, any plan without something to take its place. For a few days before this article by Kristof, the Republican effort to repeal the Affordable Care Act without having a replacement was presented as a good idea. Janet is like the three Republican women- Collins of Maine, Capito of West Virginia, and Murkowski of Alaska who wanted to keep the heart they had till a replacement was found, against the surgeon Trump's advice. In a way it is about politicians in the last decade who never had any discussions as they rushed through with their own agendas, as the Republican and Democratic health care plans were rushed through Congress with relatively little participation and debate to hear all viewpoints. ...

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Without the patience and skills of S. Jaishankar peace at the Indian border with China could not have been restored in 2022. Here he describes the challenge of border incursions when he still called on his counterpart Wang Yi and maintained friendly communications, asking Yi not to let China complicate matters so that solutions could be found and things did not deteriorate further. At the time of tense Ukraine dispute in Europe, Jaishankar who was earlier the Indian ambassador to China, navigated this period of tension with China using his knowledge of China and how best to continue the diplomatic communications.  Less well known is the work put in by Jaishakar to bring citizen to citizen contact between Indians and Chinese by setting up such intercultural and educational programs in several Chinese cities as Ambassador to India. Jaishankar had the foresight to know that this would be important for the future. Yet these contacts are only a small fraction of the potential contacts between India and China on a citizen to citizen direct basis that are needed. Never is that more true than today with the wars in Europe, and the need for peaceful development in Asia. China is still a middle income country and India modernizing to become a middle income country. Both Europe and the US are far ahead in development than China and India. Jaishankar was appointed the Foreign Secretary of India in 2015 and in 2019 Foreign Minister of India in the Modi administration. He was the longest serving Ambassador to China for about 5 years in 2009-2013. He is unique because of his having been a senior diplomat to China, Japan, Singapore and the US, and speaks Japanese and Chinese. ...

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A number of issues came up at the Women20 Summit in Berlin. Annette Niederfranke, Director of the International Labor Organization, brought up the issue of family reconciliation as "one of the toughest challenges for working women worldwide," that in order to meet obligations women tended to work in "non standard forms of employment and in part time work linked to lower wages, lower social security, lower benefits, and fewer training possibilities." Childcare was also an issue that was prominent considering the lack of adequate childcare in many countries including in the European Union. With responsibilities for the elderly, babies, and small children women tend to be in the workforce for shorter periods leading to men taking up many of the higher positions. Angela Merkel pointed out that Gemany tended to take a narrow view of professions available to girls, saying- "So it is very very important that we take a broader view of things while girls are still at school." Merkel also supports a Africa compact that would help women set up small and middle size businesses in poor countries. The "Digital" aspects of this and other efforts for women were a major topic being discussed. One idea that came up was that more cooperation from men was needed to make things happen. This is the third Women20 Summit after ones in Turkey and China, and a sense of momentum was felt by women. ...