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After it is turned off for maintenance will the Nordstream pipeline that takes Russian gas under the Baltic Sea to Germany come back on? Germany is not sure and preparing for a cutoff of gas supplies from Russia as the Ukraine war escalates.

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Ford Motor Company makes a huge decision to exit the sedan business by discontinuing the Ford Focus and Fusion sedan car lines. The decision was made under CEO Hackett, and CFO Shanks, and means that Ford will have no fuel efficient car lines to offer to customers. During the recovery after 2008 and the bankruptcy of Chrysler and GM fuel efficient cars were one way the auto industry in Detroit was able to come back. Ford still depended heavily on the F series truck for profits as the market improved. With the current  popularity of SUV's the U.S. automakers are once again shifting to SUV's which does not protect the American automakers in competition with Japanese automakers if the demand partly shifts back again to sedans. Toyota has retained the Corolla and Camry and continues to upgrade its sedan models offering a broader product line better able to handle shifts in consumer demand that have in the past created problems for Ford and Chrysler. Chrysler has shifted away from sedans since 2016. Mr. Hackett is a former CEO of Michigan based office furniture maker Steelcase, and it is not clear if the lessons learned over the last decade at Ford Motor in competition with the Japanese resonate under a CEO with a different background such as that of its current CEO. ...

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RIM CEO Thorsten Hein's plans to win over the corporat technology market with the new Blackberry 10 model due to come out Jan 30, 2013.

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Blackberry RIM discards a plan to go private. CEO Thorstein is to leave the company and Fairfax Financial Holdings led investor shareholder group will invest $1 billion in the company. Fairfax owns 10% of Blackberry. After the news was announced the RIM Blackberry share price dropped 16% to $6.49. John Chen, former CEO of enterprise software company Sybase is the interim CEO. At its current cash burn rate, even with the $1 billion infusion Blackberry would run out of cash by the end of 2014.

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General Electric, GE, experienced a steep decline in the last decade. The worst news came in 2018 with the loss of half its share price and market value. One story tells about an employee who was forced out of retirement back to work seeing the loss of value in GE shares in 2018. Rarely has a company of this size seen a fall in stock price this steep, for a stock that was once seen as safe for widows. About 60% of GE business comes from jet engines, electric power generators and wind turbines. GE now plans to sell its health care business and other business that do not relate to core infrastructure in energy, aerospace, and other markets. Under Jack Welch a faulty model of adding diverse businesses that had nothing to do with its core business and expertise in infrastructure were added. A home mortgage lending business was added and GE Capital expanded. NBC Universal was added with little justification in a period when CEO's acted without much consultation. The home mortgage lending unit collapsed with large losses during the 2008 financial crisis and GE's share price dropped drastically to $6.00. Under Welch's successor Mr. Immelt the GE Capital unit was shrunk in size, but losses continued to mount. An oil field service unit was added which also sustained losses.  Immelt's successor Flannery faced a loss of $15 billion from the financial lending unit. Sale of some businesses was not sufficient to meet the loss. Flannery is now taking GE out of all the businesses which were not core business. The NBC Universal television business was sold to Comcast in 2013. GE Healthcare is next. This closes a bad chapter in GE's story under Welch and Immelt. GE's dividend was cut for the second time since the Great Depression. The story of GE is also the story of American business during the last two decades, with icons such as GM, Ford and GE suffering decline, businesses that operated like little fiefdoms of old nobility in Europe, with CEO's operating in a CEO centric culture, not tolerating contrary opinion for informed debate on issues facing the business. Alfred Sloan founder of Genral Motors called constructive debate central to good management. Later Intel CEO Andy Grove coined the phrase constructive confrontation as a way of constructive debate, and the CEO was shown as the first of equals. The CEO centric management ignored these warnings and admonitions in running their fiefdoms.   ...

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Interview of Mary Barra, new CEO of U.S. auto company GM by editors and reporters of the NYT.

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Weakness in the U.S. and Russian market for Adidas and criticism of CEO Herbert Hainer by shareholders. Adidas share price is down about 25% compared to Feb. 2014 even after a 11% increase in 2015. In the U.S. market Adidas has fallen behind Under Armour Inc. to No.3 spot in U.S. sports brands, and North American sales decreased 10% in euro terms for the first 9 months of 2014. The largest competitor Nike has seen a 30% increase in its share price in the last 12 months. Hainer is CEO since 2001, a period in which Adidas earnings quadrupled. Adidas is preparing a new 5 year strategy.

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DW.com looks at the newly built in 2018 Kerch Bridge in Crimea and its importance for Ukraine and Russia. This bridge links Crimea to the Krasnodar Krai region of Russia in northern Caucasus. It cost $3.6 billion to build, runs for 19 kilometres, and is the longest bridge in Europe.It crosses the Kerch Strait that connects the Sea of Azov to the Black Sea. 

It is the main route for supplies to Russian invasion forces in the Kherson region and one of only two rail freight routes connecting Russia to Crimea. 

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Click on Original Article for Images of ten old towns in Germany most on UNESCO World Heritage. The most well known is Heidelberg on the Neckar river with its old town, castle and old bridge. Then there are the Hanseatic League trading towns of Lubeck and Wismar both near the Baltic Sea. In Wismar with access to the Baltic Sea its old town and three cathedrals. Lubeck surrounded by two branches of the Trave river like an island. In the Middle Ages trade made Lubeck rich and there are many buildings from that period. Then there is Rothenberg in Bavaria with its walkable defensive wall and medieval town largely preserved with timber framed houses. Red brick or clay and wood framed houses in colorful designs form part of all these towns.

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Dugan and Spector of the WSJ take readers through efforts to push self driving technology to its limits at electric car maker Tesla. Tesla CEO Elon Musk is pushing the technology and plans to get a self driving car go from Los Angeles to New York by the end of 2017. Problems faced by Tesla include a car crash involving a driver who took his hands off the wheel of a Tesla automobile, leading to a crash with an eighteen wheeler truck. This led to an investigation by the National Highway Traffic Safety Board and a decision by Tesla to make driver's hands on the steering wheel required for autopilot to operate. Earlier in 2015 Tesla engineers confirmed that the Tesla cars were not ready for autonomous driving because of near crashes when the reliance was placed entirely on the technology. Ten engineers and two managers resigned from Tesla according to this report by WSJ, with problems relating to deadlines and marketing decisions. Sterling Anderson, the head of the Autopilot program at Tesla resigned to start his own company with the head of the autonomous driving unit at Google, saying he was going to do it the right way, citing concerns that Musk was going ahead with the technology without making it failure proof. The tricky thing about auto pilot driving is the behavioural factors involved, where drivers may take their hands off the steering wheel and not be prepared to act as a backup should the technology fail or something go wrong. Another aspect of this is the tendency of drivers not to pay attention to the road and rely completely on the auto pilot to do everything, more than its capabilities today. Toyota and other auto companies are including some elements of collision free driving, and reliable aspects of the new technology into cars. For Tesla the driverless technology is part of its marketing appeal, and CEO Musk has moved faster in this respect than his own engineering team, according to this WSJ report. ...

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Francesca Doner's interview with Jean-Marc Duvoisin, CEO of Nestle Nespresso SA. Duvoisin was CEO of Nestle SA in Mexico before becoming chief of Human Resources for Nestle. He now heads Nespresso. Here he responds to questions about the competition from other companies such as Swiss supermarket Migros, which makes the coffee pods for Nespresso machines. Duvoisin says the competition is not affecting Nespresso sales and he sees the consumer insights from selling direct to the consumer as invaluable to Nestle. Nespresso's next challenge is markets in the U.S., China and emerging markets. He sees the shift from tea to coffee in China as a very gradual one. Nestle's focus is on making the coffee experience good for consumers so that they stay with Nestle for a long time. Strategy in the U.S. will focus on the long cup of coffee with milk and not on the espresso. This he sees as a more feminine experience, more relaxed and smoother. TV spots in the U.S. feature actress Penelope Cruz.

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Institutional investors in Yahoo and members of the Board of Directors are showing increasing impatience with the lack of a turnaround at Yahoo under CEO Marissa Mayer.

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The partnership between CEO Tim Cook and software chief Craig Federighi as Apple shifts to a consensus style of management in 2013.

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The challenges facing BP's new CEO Robert Dudley. Dudley succeeded Tony Hayward, who took most of the criticism of the handling of the oil spill in the Gulf in 2010, and performance on safety issues

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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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Infosys CEO Vishal Sikka resigned saying he was responding to criticism which he called "a continuous drumbeat of distractions and negativity." The company's founders including Narayana Murthy had serious differences with the new CEO. Vishal Sikka was hired by the founders in 2014, bringing in an outsider for the first time in the company's history. Sikka worked for SAP before joining Infosys, and was in charge of innovation and development at SAP. Issues of concern to the founders including Murthy were the size of executive pay and the culture changes at the company under Sikka. A similar situation happened at the Tata Group when long time CEO Ratan Tata selected Cyrus Mistry to succeed him. Serious differences about the culture and the changes made by Mistry led to Ratan Tata moving to oust Mr. Mistry from the Tata Group. Narayana Murthy's response to Sikka's statement was that he was concerned "by the deteriorating standard of corporate governance at Infosys." Having an element of public service is part of the tradition at Infosys, and a focus simply on executive pay and shareholder returns to the exclusion of other values may have troubled the founders. In 2009 co-founder Nandan Nilekhani left Infosys to lead the Unique Identification Authority of India at the request of prime minister Manmohan Singh.  Both Ratan Tata and Narayana Murthy are leaders in the business community in India and may have misjudged in their selection of a successor, putting other factors ahead of tradition, governance and culture, leading to this separation in a short time of 2-3 years. This may become part of the broader debate about culture in Indian companies as the country modernizes and moves forward, what aspects from outside to adopt and what aspects of the culture of the founders that are valued to retain and preserve. In the case of Tata the culture goes back from Ratan Tata to legendary figures JRD Tata during the post independence period, and Jamshedji Tata under the British, and is taken seriously. Ratan Tata even considered joining the Quit India Movement during the British Raj , according to biographer R. M. Lala. ...

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Large businesses and their CEO's are shifting from survival mode to making strategic actions as the pandemic drags on and the economy has reopened.

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West Bengal gets a new start after 50 years of mismanagement, corruption and breakdown of law and order, and economic failures, with a new BJP Modi led administration. The speed of the changes are simply astonishing as a state of close to 100 million people -where industrialization never took off as it has in other states, and rural poverty exists in ways thought to belong to the colonial days under the British- gets an administration at the federal level under Modi committed to industrialization, modernization of the economy, on the same rapid scale as that launched in the rest of eastern India. This is a territory half the size of the European Union, once called the Bengal Presidency under the British Empire, comprised of states of Bihar, Orissa, West Bengal, Assam, and Andhra Pradesh, a region where the Ganges and Brahmaputra rivers from the mighty Himalayas flow into the sea. It is a low moment for India similar to the period after the Proleterian Cultural Revolution of Mao in China by 1970 and the few remaining leaders under premier Chou-en-lai making a resolute effort under Deng Xiaoping to make a new effort to modernize and industrialize China working with the US and the European Union. That effort went through the initial phase to 1990 to familiarize Communist China with the US and European market systems, and a new phase to 2010 by which time most of these goals had been achieved. India is poised to make that scale of change today over the next two decades as it is already familiarized with the US and European market systems and its net step is in technological advancement and rapid industrialization at scale something that alone can meet the aspirations of the South Asian region. ...

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Tesla suffered from production issues in 2017 and CEO Musk was not his usual upbeat self.  In early 2018 Musk is back to his usual style predicting big things for Tesla. Just after his company Space Exploration Technologies sent a powerful rocket with a Tesla car into space,Musk predicted making one million vehicles a year in 2020. In 3 months he says a Tesla will cross the U.S. He says Tesla will now be able to make 5000 cars a week of the Model 3.

Another of his predictions is that he will revolutionize production systems and leap over existing car companies. Analysts asked Musk if the Toyota Production System had not already achieved that, Musk says "we don't think so." This report points to changing moods of Musk and periods when he feels high and low, and changing according to the unrelenting stress he finds himself in or indulges in.