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Expectations are for 0.1% GDP growth in the eurozone for the 2nd quarter 2014 compared with the 1st quarter, annual rate of 0.4% growth. Germany's growth is expected to be flat for the second quarter.

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Margin trading reaches over 1100 billion yuan by Feb. 2015 in China's stock markets. Action by regulators fails to control the leveraging.

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Lenovo's plans to double mobile sales to 100 million units in 1 year is doable, says the chairman Mr. Yang. The effects this would have on Samsung's margins in smartphones.

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The human rights abuses from the Suharto era coming up in the Indonesian presidential elections of 2014.

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This Journal editorial does not shy away from the task of evaluating the Greece bailout in March 2012, for what it really means; its longer term consequences for the EU experiment, the consequences for Greece, and what it does for democracy in Athens. Its clear it points out the last 2 years were spent insulating the rest of the EU from the fallout of the debt crisis in Greece. Even though it would have been better to have acted at the outset two years ago- to let Greece go into a planned default, reduce debt to manageable levels, and to have acted on reforms earlier. This would have setup a better outcome than the one today. It would have meant a bigger haircut for the banks and greater debt reduction which would have hurt European banks. The current outcome is bad for Greece's economy which leaves it with debt at over 120% of GDP in 2020, and no hope to return to growth. And its bad for democracy as the two main political parties in Greece were required to pledge support to the austerity measures against overwhelming public opposition....

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One of the big changes is to give responsibility to younger managers. Chairman Whitacre's marching orders are to cut executive ranks and gve responsibility to a whole new group of younger managers. Performance reviews and goal setting is short-one page. The organizational chart for vehicle reviews that required 70 or so executives to pass on it is gone. Product decisions are made at weekly meetings with the President present. And people are not supposed to fear speaking up if a change is needed to what they are doing for a product. Debate is in and seniority is not supposed to be the factor it once was. 50 page presentations are out. Reuss, who heads global engineering, describes his start in 1983 as a student intern, and the lack of debate that made it impossible for him to say anything about the failed Aztek van, that his bosses might not like to hear.Its as if these types of product decisions were somehow the work of higherups with managers not having an equal or more important say....

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The Iranian view on the negotiations to resolve questions about Iran's nuclear program with the U.S. and European countries in Istanbul, Turkey. This view is from Ali Akbar Salehi, Foreign Minister of Iran.

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Sanger and Gordon point to critical elements of the nuclear deal that were needed but will now be missing. Iranian negotiators now say they will not ship atomic fuel out of the country. For the agreement to be serious and credible about Iran's peaceful intentions for the use of nuclear energy, it was important that the atomic fuel be shipped to Russia, where it would be converted into specialized fuel rods for the Bushehr nuclear power plant. If Iran at some point decided to opt out of the agreement the use of this atomic fuel for peaceful purposes cannot be assured.

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France's foreign minister, Laurent Fabius, has sounded a warning about a nuclear agreement with Iran in the past. In 2013 he warned the West not to get drawn into a "fools game." In an intervew with the WSJ on May 31, 2015, he says without proper verification which includes military sites a nuclear agreement with Iran is meaningless. He points to the dangers of other countries in the region saying the agreement lacks clout and opting for developing nuclear weapons.

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Ivan Rogers, UK ambassador to the European Union for three years till 2017 was sharply critical of the British government and forecast some of the Brexit problems. He has a book "9 Lessons in Brexit," which appeared in Feb. 2019. Here he is interviewed by Der Spiegel. He says he expected some of the problems but is still surprised that 4 weeks before the deadline the political class in Britain has not yet figured out what kind of Brexit they want. Here he points out that Cameron and Blair represented the centre in British politics. But that centre has now collapsed after the financial crisis and the period of austerity led to widening gaps between the different parts of British society. The public is now deeply alienated from both major parties. In both parties the populists on the left and the right have gained a bigger influence, as a result there are no centre right or centre left figures who command public influence. Rogers is a civil servant of high rank who has worked with several prime ministers including Blair and Cameron. His comments are worth listening to.  Was Theresa May the right person to tackle Brexit? Her problem says ROgers is that she started with a hardline position of reducing the number of people entering the UK from inside or outside the EU. Once you do this you cannot have free movement of goods, services and capital, so you have to leave the single market. And if Britain wanted a fully autonomous trade policy then it cannot stay in the customs union. Rogers thinks Theresa May never really understood what this meant- that it was going much further out of the European Union than Norway or Switzerland, or even Turkey. Now as she is trying to go back her right wing cries betrayal. Do British prime ministers understand the single market, the customs union, or how the EU really works? Rogers worked on European issues for a long time and he says after working very closely with British prime ministers that none of them had a deep understanding of how the European Union works. Plus they lack any emotional attachment to the EU, because of the mercantile relationship Britain has had with its neighbors. About the relationships in Europe between the Germans, the French, the British, what is it and what will it be like? Rogers says he has not seen a thinner relationship in his lifetime. He thinks the European political elites are not talking to each other anything like what was done 20 or 30 years ago. He says the Brits have to take a lot of the responsibility because the British political class lost interest in Europe. What could the Europeans have done? Rogers says the chaos continues because the British don't really know where they want to go. It opaque about the relationship on purpose. Have the Europeans thought about what kind of a continent they want to see after all this is over? This interview tells you more about the Brexit problem that many reports and opinions, bringing a thoughtful way of looking at the problem. ...

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How the global financial markets are changing. Note foreign exchange reserves of governments around the world are increasing at an accelerated rate. Since 2002 Treasury estimates that they are increasing at the rate of 20% a year compared to the 6% rate from 1997-2001. These reserves total about 7.6 trillion dollars. Some of this will be invested by governments in equity to buy into companies or to obtain higher rates of return. For China Developmet Bank there may be also access to expertise and knowhow in the banking field by becoming the largest shareholder of Barclays with ownership of 8% of the shares after possible acquisition of ABN Amro. Some of the funds will be raised in China's domestic market by issuing debt. See the related article in todays WSJ on the Quatar Investment Authority.

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In the small Dutch town of Delft a factory of Unilever that operated for 124 years is now closing after a 4 week strike and settlement of $25 miillon pounds. Its part of Unilevers restructuring plan led by a former Navy officer with Motorola experience. Unilever has far smaller sales than P&G but more employees and it has lagged behind in responding to a changing market while P&G has been moving with changing market trends and making quicker decisions. To speed up decisionmaking and get people to perform the roles needed by the market, the right people in different jobs its scrapping the opld system and letting go half of the executives in the company- a big move. Roles are being reassigned based on market needs, leadership skills, and sales and profits of divisions and growth areas.

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Bosch wants to supply Indan car maker Tata with electronics systems brakes and fuel injection systems for the low end of the market that Tata i spursuing vigorously. Bosch wants to invest 500 million euros in India from 2008 to 2010 and expects sales in India to grow by 20% a year. This according to its India chief Hieronimus. Bosch wants to increase sales to 1 billion euros by 2010 to India's lowcost car makers. Shows that car suppliers are catching on to the huge potential in the Indian car market and the pioneering efforts of Tata in the low end of the market. Bosch is the world's largest car supplier at a time when US car suppliers are going through a price squeeze from the Big Three and many of them losing money or in bankruptcy.

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Nissan excelled in setting bold goals and achieving them in the last 8 years but the environment is quickly changing. The US market is slowing down and sales declining, its using only 65% of its manufacturing capacity for some light truck facilities in the USA. So it "Value Up" Plan with bold goals of 4.2 million car sales by 2009 and 20% reurn on investment may be pushed back from 2009 to 2010. And its CFO Dassas is questioning th value of setting bold goals int he current environment when there is so much uncertainty. Nissan is moving ahead in emerging markets to makeup for the loss in US sales but it has a lot of catching up to do as its a relative latecomer, the Russian factory wont start till 2010 and the Indian plant near Chennai not till 2010.