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Feldstein's thoughts in April 2009, on Treasury's Public-Private Investment Plan. First, he says this plan will only remove $500 billion of impaired assets. The banks he says now own $3 billion of residential mortgages, $1.5 trillion of corporate real-estate loans, and $1 trillion of consumer debt. Not all of this is impaired but the banks will have to sell much more than $500 billion to regain confidence in their solvency. And with one third of all residential mortgages exceeding the value of the houses, and thie many homeowners under water, likely to default, the negative feedback loop of foreclosures begetting falling prices begetting foreclosures, threatens the whole effort to shore up the defences. If no workable solution is executed quickly to prevent this then even larger pools of mortgage debt will be impaired irretrievably. Feldstein suggests that the Obama administration seriously look at his plan suggested in March 2008 to provide government loans at low rates of interest like 1- 2% for 20% of the principal amount of the mortgage and then reduce the mortgage principal by 20%, thus keeping millions of homeowners above water. But this needs to be done quickly. All voluntary efforts have failed and have become asmokescreen for banks and lobbying groups with support from Congress to make it appear that this problem is being addressed. Thirdly Feldstein says that if banks sell these impaired mortgage assets at a loss- say 40-60 cents on the dollar on the upside with government and the FDIC picking up alot of the risk and financing for private investors under the new plan- they will now have to show the loss whereas they could have previously shown these assets at unrealistic price levels but still not taking losses. This might push banks into insolvency, so banks will need more injection of capital by the government to make this possible. What are the risks in this situation? Without an effective plan to prevent the negative feedback loop of foreclosure waves and falling houseprices, the quantity of impaired assets will simply grow larger. In effect even if some private investors take out some of the impaired assets from the banking system, it is possible that a new set of assets equal to or larger than these assets that are taken out are added to impaired assets in the banking system as house prices fall steeply from new foreclosures. That only means the economy is in the same hole as before, or in a slightly larger one, even with all the well intentioned steps. At some point the private enterprise argument has to be seen in the correct light. It is not that there is any argument that private enterprise can function better or far superior, it is only that the banks as private enterprises are in such an enormously stressed situation that the bank executive's cannot execute a way out of this mess. ...

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On April 20, 1996 the story of the merger of Ciba Geigy with Sandoz was the first story in notes made that day for Lyrarc from the WSJ Europe. This was during a trip to Europe. Ciba Geigy and Sandoz had become part of the home medical kits in Asia and Latin America by the 1960's, and their story had to be told to millions of people in these countries bringing Basel, Switzerland, to the world. Sandoz was founded in Basel in 1886 as a chemical company in Basel, Switzerland, and entered pharmaceuticals business in 1900. Ciba Geigy was formed in the 1850's as a chemical company for dyeing silk fabrics and entered the pharmaceuticals business in 1930's. The two companies were merged in December 1996 to form Novartis. Today Sandoz is the generics manufacturing part of Novartis. As prices of generics have declined Novartis CEO Narasimhan is planning to sell or spinoff Sandoz. With this move Novartis will focus solely on innovative drugs, says this report in WSJ. CEO's have also shifted fin the 25 years since the merger of Ciba Geigy and Sandoz from one with family connections to one with a professional background from India.   ...

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U.S. auto companies are steadily reducing the incentives that reduced profit margins for many years. Cash back offers of various kinds to subsidized leasing programs are being pared back steadily in a determined effort to raise profit margins by Ford Motor, GM and Chrysler. The average incentive was $2,124 per vehicle in October, which was 1.4% below the level the prior year, according to Edumnds.com. The increase in demand helps automakers. The annualized rate for sales in 2012 was 14.4 million. The figures for incentives by automaker released by Edmunds.com show GM with the highest figure of $3037 per vehicle in incentives for October 2012, followed by Ford Motor at $2788, and Chrysler at $2683. The gap between U.S. car makers and the Japanese has narrowed, with Toyota at $1621 and Honda at $1420 per vehicle in incentives for Oct. 2012.

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Hillary Clinton returns on September 15, 2016, to the campaign trail after 3 days of rest to recover from pneumonia. She chose to speak at the University of North Carolina in Greensboro, with N. Carolina  now considered a state that is winnable, and with a new focus on young people on campuses where she wants to regain her once large lead in the summer. She said that the break had given her time to reflect on what it is she represents. "The campaign trail doesn't really encourage reflection and its important to sit with your thoughts every now and then. It helped me reconnect with what this campaign is all about." Adding that it was about quality health care, financial security, clean water and other critical needs of people.

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Satya Nadella joined Microsoft from Sun Microsystems in 1992. He is originally from Hyderabad, India, and studied electronics and communication engineering at Manipal Institute of Technology. In the U.S. he studied for a master's degree in computer science from the University of Wisconsin and a MBA from the University of Chicago. At Microsoft Nadella worked on business areas Windows, Office suite of programs, the Bing Search engine, SQL Server database, and cloud service Azure, moving every couple of years. Langley, Clark and Ovide relate comments from classmates of the student days and colleagues at Microsoft about the 46 year old Nadella's aspiring nature, willingness to take risks and good rapport with engineers and staff at the company- including one comment from a former Microsoft executive that collaborative work spirit alone will not be enough to change Microsoft's culture.

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Andrew Witty, a 43 year old Briton, is taking over as CEO of GlaxoSmithKline. Before this he was in charge of European operations. His first moves include strengthening Glaxo's presence in the emerging markets of Russia, India and China. He has put new managers in charge of these efforts. He sees more opportunities to sell consumer health products in India and other emerging markets where people buy most of their medicines over the counter. He also hopes to make new pricing deals with insurers and governments to persuade them about linking the price of the drugs to how effective they are in treating patients.

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Problems with the rural development and agriculture projects conducted by USAID in Afghanistan include overspending in 2009, followed by sharp cutbacks in 2010 and 2011 as budget cuts were made. In 2009 USAID made a grant of $300 million to Arlington based International Relief and Development (IRD) to help farmers in Kandahar and Helmand improve productivity over just one year, at the insistence of Richard Holbrooke. The focus was on paying for day labor jobs to clean canals, offer subsidized seeds to encourage switching from opium poppies, distributing tractors, and building gravel roads. Because many districts of the two provinces were considered unsafe for work, much of the money was concentrated on a few districts and in one year. As a result farmers in Kandahar got more seed than they needed and they in turn sold tons of seed and tractors in Pakistan for cash. A senior program official at IRD says it wasn't realistic to pour so much money in one year. But USAID officials say overspending and poor oversight made the program seriously flawed. There was also a difference in the views of the military and USAID on the value of day jobs. The U.S. military sees this as away of protecting its efforts, of literally protecting its flanks, as this keeps unemployed youth from joining the Taliban. At the same time senior USAID officials wanted to see multiple companies bid for the next $350 millon on a follow-on project. When the USAID team of specialists again awarded it to IRD, senior offficials at USAID decided to cancel the program. The program was then redesigned in the expectation that other companies would bid for it. In the meantime USAID gave IRD 3 quarterly extensions, the last expiring June 30, 2011. The US military sees the day labor program as crucial for its military efforts, so there is kind of an impasse with USAID reluctantly giving in. IRD meantime is shutting down activites in Helmand and will do this also in Kandahar probably by the end of May, as its contract has not been renewed because of problems with the program. USAID has a high staff turnover rate of 85% a year in Kabul which complicates things with the shifting priorities of different officials. Some programs are being scaled back- a job retraining program seen as requiring $125 million over 18 months is being scaled back to $40 million. Others such as a USAID project for coordinating disparate rural rehabilitation projects for $140 million is held back because of lack of agreement with the Afghan government about how it should proceed. In parts of Kandahar USAID had found several contractors doing the same work. See the groups on Dexter Filkins, and on Commander Adams, which touch on serious development issues and the war....

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Raghuram Rajan warns about the difficulty of central bankers worldwide to escape from the scenario of ultra low interest rates.

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Jaapanese companies like Nissan and cosmetics maker Shiseido moving to lower priced products to market to price conscious Japanese consumers and to growing middle class in other Asian countries.

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This condensed adaptation of the book by McNish and Silcoff on the collapse of Blackberry with the launch of the iPhone, tells a story of complacency at Research in Motion. Supreme Court Justice Brandeis once said that complacency was like all the seven sins rolled into one. In the smartphone industry the results were lethal. RIM founders Lazaridis and Balsillie responded to the iPhone launch believing this would not affect Blackberry. The founders rationalized that what would determine success in the business was security, battery life, ability to type, and using less capacity so as not to strain networks, areas in which RIM was strong and on which it had built its market presence. Design, using mobile to offer broad access to internet content, and the touch screen, were not seen as changing the very nature of the phone market. During the summer of 2007 many users shifted to the iPhone, and it cultivated a cult following using strategies Apple had honed on earlier product launches, reaching 1 million in sales. RIM was completely unprepared and could offer Verizon Communications a prototype called the Storm, which was launched hastily with product glitches still remaining. This happened in November 2008 and turned out to be complete disaster- initial sales were great selling 1 million units in 2 months of 2008, but reversed when almost all of the units were returned because the browser was slow and the clickable screen did not respond well. Nokia, another competitor, is also caught unawares sticking to its formula of success, when all the rules were being rewritten by Apple by showing what the new possiblilities were with the right technology in what one could do with a smartphone. Blackberry introduced a smartphone in 2012 by putting together a patchwork of licensed technologies. By this time Apple, Samsung and other competitors had captured significant market share, and the smartphone flopped. The successor Z10 also flopped in 2013. Nokia faced another problem- the inability to convert R&D, at times larger than Google and Apple, into new products, and the failure of management to grasp the potential of new technologies. According to a former employee, Nokia management turned down a internet ready phone with touch screen developed by its engineers in 2004....

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An independent parliamentary panel in Japan described the Fukushima nuclear plant disaster as a "profoundly man-made disaster." It was sharply critical of TEPCO, the company running the plant, and the Japanese government's response. The investigation chairman Kiyoshi Kurokawa said in the report: "What must be admitted- very painfully- is that this was a disaster 'Made in Japan,' its fundamental causes are to be found in the ingrained conventions of Japanese culture: our reflexive obedience; our reluctance to question authority; our devotion to 'sticking with the program'; our groupism; and our insularity." This comes as a report by TEPCO shifted public attention to "a tsunami beyond our imagination," creating a large credibility gap with the Japanese people, because the public is skeptical about TEPCO's attention to safety during the period leading to the accident. The parliamentary report calls attention to safety factors that were ignored so that companies would be required to take further steps including costly modifications of plant equipment. A critical flaw was the lack of a independent safety agency that could enforce safety measures that TEPCO might be reluctant to make because of cost considerations. Astonishing as this may sound, the Nuclear and Industrial Safety Agency (NISA) in Japan is part of the same government ministry that promotes nuclear power, creating a sort of "nuclear bloc," which before the accident connected the safety agency to the bloc. Because of this the panel report says, NISA did not require TEPCO to prepare for a full station blackout- the loss of main and backup power- because the "probability was small." Other factors that need to be addressed are the breakdown in communication and cooperation between the people operating the plant and the people responsible for Japan's nuclear safety. The prime minister's office waited too long before declaring a state of emergency. To come up with the conclusions the panel made 1000 intervews and conducted 900 hours of hearings. The questions left behind by the nuclear accident in Japan are whether Japan should continue with the same level of dependence on nuclear power, whether it should shift out of nuclear power on a gradual basis as Germany is doing ironically after the Fukushima accident while Japan is reactivating its nuclear plants to meet energy needs. If Japan continues with a smaller reliance on nuclear power what changes have to take place for an effective safety agency completely outside the "nuclear bloc," and the series of other changes that have to take place in the nuclear power industry's handling of safety. Public opposition continues to focus on this because of distrust of the nuclear power industry after the accident....

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Tightening budgets in Greece, Spain and Germany, mean that governments are now cutting the prices they pay to pharmaceutical manufacturers. The governments are the largest buyers of pharmaceutical and medical products in Europe.

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Critics of the Obama administration's so-called "light footprint strategy" for the Middle East say it is more about keeping distance from problems in that region. This is a reaction to the extensive involvement of the U.S. in two wars in that region and intuitively makes sense, as well as being in line with American public opinion to focus on problems at home. The shift or pivot to Asia of president Obama also comes in that context. The problem with this approach is that this ignores the fact that most of the momentum and effort for the freedom struggles throughout the Middle East from Tunisia first, then Libya, Egypt, and now Syria, comes from within. The lead role is now being taken by France and Britain, with German public opinion also lined up in support. The U.S. in forfeiting its role as a facilitator with strategies such as "no-fly-zones" is losing the opportunity to gain the goodwill in the Middle East with cost that is negligible in comparison to the cost of Iraq and Afghanistan, and comes after the huge U.S. effort to remove one dictator in Iraq. A minor followup effort is all that is required from an administration that pushed for the "surge" in Afghanistan. When history is written the investment of the Obama administration in Afghanistan may show little results, if what is considered by the media and experts as an unpopular and undemocratic government of Karzai falls in the aftermath of the U.S. withdrawal. There is little doubt in public opinion in the U.S. and worldwide that the movement for freedom and democracy in the Middle East and democratically elected governments will become a lasting facet of the new Middle East. It also provides huge opportunties for trade and investment as is shown by the gains made by Turkey in just 2 years. This is why the Obama adminstration policies in the Middle East show a lack of grasp of the facts showing the Middle East as opportunity more than threat for the next decade, especially in its overreaction to the Bush era policies. This happens as there is a demographic explosion of young people in the Middle East. An administration that was keen to sense the demographic changes in North America, has failed to grasp this fact and why the struggle in the Middle East flashes daily on television screens young people carrying on the struggle. A pivot to Asia means a pivot to the Far East more than Asia because India is part of the South Asian-Middle Eastern region, which presents another paradox because as China is slowing the entire South Asian-Middle Eastern region of Asia is where future growth is expected to accelerate in the next decade. ...