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Feldstein wants to see a stronger dollar, that is less inflation eroding the value or purchasing power of the dollar at home. Abroad he wants to see a weaker dollar in relation to Europe, Japan and Canada where about half of US imports originate. And a weaker dollar in relation to lower wage Asian countries to improve America's trade balance. Better to do this now than to wait a few years when the adjustments needed would be greater. America needs to export more and import less to improve the trade balance. A competitive dollar in relation to trading partners in Europe and Asia would provide the improvement in the trade balance that the U.S. needs for keeping economic growth. With the risks to the economy from declining housing prices improving the trade balance becomes important. During the 1985-1988 period the dollar declined in value significantly, falling 37%, but the inflation rate averaged 3.1%,says Feldstein. This is what he means by having astrong dollar at home, which is to say not eroding its purchasing value, while at the same time increasing exports and reducing imports. During this period merchandise exports increased by 40% while imports increased at half that pace. A repeat of that experience is possible and necessary to maintain growth, according to Feldstein. See the link to McKinnon, at Stanford, The Yuan and the Greenback, WSJ, August 29, 2006, which cautions against anything but a very gradual and carefully managed appreciation of the yuan, giving importance to inflation and interest rate differentials between the US and China. One point to note narrowing of interest rate differentials between the US and China is seen as backdrop for dollar weakening on exchange rate basis. McKinnon appears to consider a smaller interest rate differential as a cue for an even lower appreciation of the yuan, see his example of 2% inflation in the US and 3% interest rates. Interestingly the two approaches may complement each other. Offering a perspective of China maintaining its growth and not risking deflation or slowdown, and of the US maintaining its growth and not risking a slowdown from the housing market collapse, by strong domestic investment and exports. How to keep both economies going may be the policymakers challenge for strong global economic growth....

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About the reorganization of IBM under Sr. Vice President Robert Moffat Jr. that is underway. The idea is to make IBM more efficient by increasing the productivity of its people and reduce costs. There are over 200,000 people in the IBM services business. Operating margins increased by 2.3% to 10.3% with productivity improvements in the 1st quarter of 2006. IBM's revenues declined by 1.2% in the 1st quarter to $11.6 billion. This IBM Tech services restructuring will be watched closely by Indian IT and IBM's competitors. Moffat hopes to attack the IT tech services business with a new format to improve productivity and reduce costs, and bring IBM' strengths such as research capabilities to bear. The format is being a virtual factory with competency centres of excellence across the globe. The question is can Moffatt pull this off and convince a bureaucratic large organization to overcome inertia and do things differently. Especially as Indian IT is smaller and not yet affected by Big Company Syndrome. What Moffatt is attempting to do is to create a virtual global factory with specialized centres of compency in different global locations so that work can be transferred from one location to another- much as we see in the automobile industry- based on who does best what at what cost. Nilekani of Infosys, says American competiitors are "seeing it as a compelling threat after years of putting their head in the sand." They are responding to megatrends but not fast enough, according to Business Week. This may be attributable to the fact that Indian IT is younger, smaller, faces more competition inside India, and is more agile for these reasons compared to an IBM or an EDS. Hamm points out that IBM is shifting to a new posture as a globalized business, one that puts behind it its days as a multinational company or MNC, no more MNC geographically based independent country businesses, not an outsourcer as frequently assumed when IBM shifted some jobs overseas recently. The new IBM is an organization that builds on competency centers across the globe with concentration of skills and talent in different locations worldwide. It uses the competency centres to pull together the best people and sequence of operations to meet customer needs. ...

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Lehman Brothers CEO Fuld and the 48 hours before the weekend decision by the Fed to back takeover of Bear Stearns by JP Morgan and to extend lending to investment firms like Lehman to prevent any further spread of the collapse to other investment firms.

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Chadwick Matlin's review of NYT's Ross Sorkin's book "Too Big To Fail," tells the story of Fuld's cockiness, overconfidence, whats the right word? He got into a fight with his ROTC officer as a student writes Sorkin in his new book. And there he is turning down offers from a Korean bank, Barclays and Bank of America - making the wrong decision each time- because he did not recognize the danger Lehman was in and had an inflated view of Lehman, helped by staffers. Perhaps says Matlin, encouraged by the people that he surrounded himself with. A anecdote in the book is cited that shows Fuld in New Delhi asking Treasury Secretary Paulson if he could get clearance from Russia for his flight to cut 5 hours of flying time, and Paulson telling him he couldn't get that for himself.

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A senior military oficer, Admiral Fallon head of the Central Command overseeing both wars in Iraq and Afghanistan questions US policy towards Iran in major differences with President Bush. Its a bit strange though as Defense Secretary Gates points out that US policy towards Iran changed towards diplomatic pressure and political moves as opposed to a possible military action after the new intelligence report that questioned earlier reports of Iran moving towards nuclear weapons itself a result of vigorous debate and questioning in the intelligence department. So why would this result in public differences when the Bush administration has already changed both its rhetoric and its policy posture towards Iran? The Admiral is near retirement after 40 years of service, and may not have authorized the article in Esquire magazine or been aware that the journalistic world would turn this over the internet into a public spat with President Bush.

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Martin Feldstein gives his observations after his visit to India last month, one of several visits over a number of years. He met with people in business, in the government and private individuals to see where India is and where its headed. He gives his gut feel about what he sees and also his thoughtful assessments of failures and of achievements in areas such as education, telecommunications, electricity, information technology, transportation, industrial development and employment, the political process and of the motivation and determination of private industry, government officials and of the general mood of the country. Its an upbeat assessment and he sees decades of remarkable achievement if the mood and the change he sees is kept up.

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Timothy Roemer, U.S. ambassador to India, interviewed by the Wall Street Journal in May 2011. He is completing two years as ambassador to India and returning to the U.S. He describes the challenges facing the Indian government in the areas of growth, inflation and corruption.

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Lehman and Mr Fuld, a year after the collapse. Fuld now runs Matrix Advisors LLC in New York.

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How Lehman Brothers CEO underestimated the situation facing his firm and failed to realize the true extent of the economic environment that the country is facing. He did not move fast enough for the speed with things deteriorate in this new environment which is nothing like the environment they faced before. In the end he held out for a better deal when he was negotiating with potential partners till the other side walked away. As a trader who led the firm for 14 years he was used to snap decisions so when he negotiated with Korea Development Bank and things were difficult he grew frustrated according to the Wall Street Journal and threw up his arms and the meeting ended. After the two sides parted subsequent talks faltered. At that August meeting the Korea bank proposed to invest $4 billion to $6 billion into Lehman and on the other side the CEO of Korea Development Bank had once been the head of Lehman Brothers in South Korea. The Journal report says that the Koreans felt their approach was realistic and were prepared to move forward but that Mr. Fuld was holding out for a better deal. The Koreans would have received a large stake in the firm. But not reaching the deal in the negotiation with the Koreans in June and then again in August and not marking down the firm's large holdings of real estate to reflect new conditions, and relying too much on the access to capital from the Fed, may all prove to be the undoing of Lehman because its stock has dropped precipitiously in the last few days losing more than 40% of it value in one day and then continuing down a slippery slope. Mr Fuld has led the company for 14 years and is the decision maker in this company, being called by employees as "the chairman" or "the gorilla". In these 14 years he gained a reputation for driving hard deals and in this case he may have not realized the crtical situation the company faces required a more urgent approach and a willingness to consider different deals some of which may have led to giving up some of the complete independence with which he operated....

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An hour by hour, day by day account of how Thain and Fuld, two men at the top of Merrill and Lehman, handled the crisis facing their firm. Also an account of how both men acted in the year and the months before the climactic week when Lehman filed for bankruptcy and Merrill Thain arranged for Bank of America to buyout Merrill. How Thain did it and how Fuld failed to save his firm, their background and personalities offer a striking contrast to different approaches to the crisis one facing reality and taking actions one after the other palatable or not, and the other too complacent and missing opportunites to save the firm even after the collapse of Bear Stearns left Lehman exposed to the next crisis of confidence. For example while Lehman failed to raise capital and get rid of undesirable or toxic assets, Thain sold $31.1 billion in toxic assets to a investment company Lone Star for 22 cents on the dollar, even financing 75% of the sale. It raised $8.8 billion in a deal that diluted Merrill's shareholders severely, and announced Merrill would sell its stake in Bloomberg for $4.4 billion. Lehman and Merrill were both heavily leveraged. So are Morgan Stanley and Goldman Sachs at this time in a financial market that is coming down hard on these highly leveraged investment banks....

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Having an adequate supply of N95 masks is critical for each hospital tackling the coronavirus pandemic. The lack of enough masks leaves health care personnel without the basic protection and is a grave emergency. Hospitals are resorting to reuse of the masks in this crisis and this is not a good practice as it increases the chances of infection. President Trump has invoked the Defense Production Act on April 2 against 3M. This gives the federal government more control over 3M's operations to ensure that it goes all out to make the healthcare N95 masks that the hospitals need in this grave emergency. This report in the WSJ covers the situation as of April 3 on the supply of M95 masks for health workers and others. N95 masks block 95% of very small particles. Supply in the U.S. is for 50 million N95 masks. Demand in the U.S. is for 300 million N95 masks as estimated by the Department of Health and Human Services. in March- this is how many are needed by health care workers to fight this pandemic in the U.S. The principal manufacturer is 3M. 3M company has doubled its production since January 2020. The trend before this pandemic was to send production over to China and other countries. This is changing now with the pandemic and the U.S. policy shifting to be self sufficient in medical supplies in the event of an emergency. A policy Peter Navarro, who heads the agency in charge of getting medical supplies, says President Trump is insisting be implemented. Hospital buyers supported the earlier trend to keep costs down, but this appears to be a costly mistake, putting health care workers in hospitals across the U.S. without the basic protection they need. Minnesota based 3M invented the first modern disposable masks in the 1960's. Interestingly 3M continued to make millions of masks in the U.S. even though competitors moved manufacturing overseas. The 50 million disposable masks 3M made globally went to workers in industries where it provided extra safety from metal shavings or other substances, and medical workers. Now 90% of masks go to medical workers. 3M ramped up production globally since January 11 when the pandemic first hit to 100 million masks a month globally, and 35 million a month in the U.S. at plants in South Dakota and Nebraska. 3M says that it will import 10 million masks from its factory in China, which earlier this year was restricted from shipping it outside China as China needed masks for the pandemic. About 10 million more masks are made by two other manufacturers Alpha Pro and Louis Gerson Co.  U.S. Department of Health and Human Services ordered 600 million N95 masks from 5 companies to distribute to hospitals and build up the national medical supply stockpile. 190 million each of this is from 3M and Honeywell and 130 million Owens & Minor Inc.  3M says it will make 50 million a month in the U.S. by June. Honeywell which had moved production overseas, plans to bring back production to the U.S. by making 10 million masks by May at its Rhode Island and Phoenix plants. There is a company in Singapore that makes one million masks a day in China and other Asian countries, Pasture Pharma Pte, but most of it is committed to government agencies in China.   ...

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Protectionist sentiment in the USA is keeping tariffs high on ethanol to keep out Brazilian ethanol. Some of the arguments used for keeping it out are concern for the Brazilian rainforests, for food prices, for labor. Are these concerns real or just a way of keeping out imported ethanol by farm lobbies in the USA. Brazilian ethanol packs 8.2 times as much energy as the energy used to make it compared to just 1.5 times for corn ethanol, according to the Woodrow Wilson Center. It is grown in Sao Paulo state or the northeast miles away from the Amazon so it is not deforesting the Amazon. About 65% of it is grown on land that was previously pasture, the rest was used for other crops according to Conab, a government agency. Also sugar cane occupies only 7 million hectares or 17 million acres of Brazilian farmland compared to 200 million hectares for cattle ranching so it is not pushing cattle ranchers into the Amazon. So it does not have a noticeable impact on food or beef prices. And sugar cane production may benefit from higher yield varieties with more research. In 2005 of the 440,000 workers, 453 died, 17 were killed in accidents according to a study by a researcher at the the University of sao Paulo. In the same year of the 2.16 million workers in other branches of Brazilian farming, 2900 died and 135 were killed in accidents, so the situation in the sugarcane industry is not much worse than the rest of Brazilian agriculture. Moreover cane cutting is getting mechanized. At Santelisa Vale 60% of cane cutting is mechanized. So the arguments of protectionists in the USA about environmental impact, labor situation, and others do not carry much weight. The tariff on Brazilian ethanol makes it less attractive to import ethanol from Brazil and it creates uncertainty about future imports if the prices of corn based ethanol drop in the USA. Removal of the tariff is supported by John McCain. The tariff is 54cents on each gallon of imported ethanol. Importing ethanol from Brazil would have less impact on corn supply in the USA and on on corn prices so it would put less pressure on the world food supply and world food prices. ...

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A year after its fire-sale to JP Morgan Chase, Bear Stearns the company, and the name and the culture, disappears completely from sight. Of 14,000 employees only 5000 remain, and they are part of the 225,000 employees at JP Morgan Chase. And yet Bear Stearns fate is better than another name and culture that disappeared, that of Lehman Brothers. Capitalism's many faces, this one is still staring down at firms in bankruptcy and firms in liquidation, companies as large as GM and Chrysler that face bankruptcy in coming months.

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The baffling situation where no executive from Lehman faced charges for accounting manipulation after a long S.E.C. investigation under S.E.C. chief Schapiro. The report by Lehman bankruptcy account examiner Valukos cited accounting manipulation. This NYT report says Mr. Canellos, the co-head of the enforcement unit, was supported by Robert Khuzami in the decision not to move ahead with charges, and S.E.C. Schapiro continued the investigation but did not make the decision to support moving ahead.

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Japan says Russian planes intruded into Japanese airspace for over 1 minute on February 7, 2013, over the island of Rishiri, near Hokkaido. F-2 aircraft from Japan's Self Defense Forces responded to the intrusion. The intrusion comes at the time of the Northern Territories Day when Japan's government reiterates its determination to press for return of the Northern Territories from Russia. Japan did not sign a peace agreement with Russia at the end of World War II after Russia refused to leave the islands. The islands are known as the four Kuril islands in Russia. Policy experts at Japan's National Graduate Institute for Policy Studies say the Russian intrusion was an attempt to test Japan after an incident where Chinese radar locked in on Japanese naval ships in the East China Sea. The effects on public opinion are likely to create support for prime minister Abe's effort to increase the budget for Japan's Self-Defense Forces.

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A public relations campaign by China about Japan's role as a colonial power in 1905-1945.

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Jennifer Lind, associate professor at Dartmouth, says the right policy for the Abe administration is to follow Defence Minister, Itsunori Onadera's apology for Osaka Mayor Hashimoto's remarks about "comfort women" during the war period. Onadera said, Hasimoto had caused misunderstanding and mistrust in Japan's neighbors with his imappropriate remarks about the history of Japan, and emphasized previous apologies of the Japanese people. A senior Chinese delegate Zhou Bo of the Defense Ministry to the Singapore regional security forum, where Onadera made his statement, stated that Onadera's remarks pointed towards a optimistic future for the region. Editorials in the WSJ have consistently pointed out what Lind says in her op-ed- that the Japanese people support for the Abe administration is based on its efforts for achieving economic recovery and not for creating tensions in the region with neighbors. This also is evidently the policy of the U.S. government and its European allies.

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Yuka Hayashi's interview with Gen. Shigeru Iwasaki, Chief of the Joint Chiefs of Japan's Self Defence Forces. Iwasaki says Japan will improve its defense capabilities in the southwestern part of Japan and protect Japanese airspace. Japan will increase defense spending under the government of LDP leader Shinzo Abe.