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About 1.17 million jobs were lost in 2008 according to the Labor Department, with half of these job losses in the last 3 months, as unemployment reached 6.5%. Bu the the labor underutilization rate is the one to watch, the measure of total unemployment including parttime workers who seek full time employment but can't get it. This hit 11.8% in October up from 11% a year earlier. This is what happened in Japan where companies began using parttime workers to reduce costs and not to have to pay benefits, a trend that has already started in the US. See link to trend. Over a long period like 5-10 years this can lead to depressed consumer spending as workers see an uncertain future, as ocurred and is still the case in Japan. Also note that the unemployment rate reached 10.8% in the 1981-82 recession and this is shaping up to be something bigger, and half of the 1.2 million job losses ocurring in the last 3 months so this is accelerating. The economy is expected to shrink at an annual rate of 4% in the 4th quarter, and could see these kinds of declines or worse in 2009 and beyond....

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 This message from Pope Francis is especially relevant today during coronavirus. Francis says of the mistaken priorities of today away from healthcare, education, infrastructure and "coherence" in society and the pain and hardship this is causing in society, there is much that can give people thought to reflect on. Francis  new book, "Let us Dream: The Path To a Better Future" will be out December 1. "If we are to come out of this crisis less selfish than when we went in, we have to let ourselves be touched by others’ pain." He cites a line in Friedrich Hölderlin’s “Hyperion” that speaks to him, about how the danger that threatens in a crisis is never total; there’s always a way out, that where the danger is, also God plants the saving power, a way out. And not simply a way out, God also gives human beings a chance to grasp for and hold onto renewal if only one makes the endeavour. As it says in the Bhagavad Gita God gives man a chance to warm himself near the fire, only those who make the effort to go to the fire can feel the warmth, it is a choice man has to make. And again God says in the Bhagavad Gita that he is not partial to any man. Ever since the global financial crisis hurt working families in the middle and lower classes hard in 2009 because of banks misbehaviour and greed, Pope Francis has called for countries in the western world to heed his warnings about the dangers of greed and corruption to us all. Even George Washington warned of this in his inaugural address, so the warnings are not new. Reminding people once again he says "we cannot return to the false securities of the political and economic systems we had before the pandemic. We need economies that give to all access to the fruits of creation, to the basic needs of life: to land, lodging and labor. We need a politics that can integrate and dialogue with the poor, the excluded and the vulnerable, that gives people a say in the decisions that affect their lives. We need to slow down, take stock and design better ways of living together on this earth." The pandemic has exposed the paradox that while we are more connected, we are also more divided. Francis is never tired of warning that the present political and economic structures and people who staff them have not felt others pain, so he reminds us it is hard to build a culture of encounter in which we meet as people with a shared dignity, within a throwaway culture that regards the well-being of the elderly, the unemployed, the disabled and the unborn as peripheral to our own well-being. Where only self preservation counts. Francis reminds us of the Christian concept that no one is saved alone. This is not just an abstract concept. When Francis was only 18 years and a second year student he was admitted to a Buenos Aires hospital for a severe respiratory disease, so severe that he lost a part of his lungs. He remembers the day August 13, 1957. He understands this pandemic from personal experience. He knows what it is like to be on a ventilator. Surgeons removed the upper right lobe of his lung. Francis struggled to breathe. He was  saved Francis says not even by the doctors, but by a Dominican sister, a senior ward matron, who had been a teacher in Athens before being sent to Buenos Aires. She understood that Francis was dying and after the doctors left asked the nurse to double the prescription dose of penicillin and streptomycin. Sister Cornelia Caraglio, knew better than the doctors from her regular contacts with sick people what they needed, and she had the courage to act on that knowledge.      ...

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Paul Barrett of Business Week reviews McLean and Nocera's new book on the financial crisis; "All the Devil's Are Here." The title takes a line from The Tempest- "Hell is empty. All the devils are here." McLean and Nocera focus on securitization, the credit-ratings that were improperly given, and the chicanery of bankers, mortgage issuers and others behind the idea that every American should be able to have a home. Attention is also focussed on the loose monetary policy of the Greenspan era, with Greenspan airily dismissing all concerns, including concerns about the growing trade deficit with China. Barrett asks, what about the future? Barrett says the Bernanke easy monetary policy risks making the mistake a second time, and in all probability the devils will be coming back again in some other form.

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Rob Copeland describes the comeback of Citadel hedge fund and its founder Ken Griffin. During the 2008 financial crisis the firm almost collapsed with $8 billion in losses. It recovered only by barring clients from withdrawing money for 10 months, and slowly selling distressed assets as the market recovered. It took over 3 years to make up losses. Leverage at the time was high with 3 dollars of borrowed money for $1 in client money. Leverage in 2015 is higher at $7 of borrowed money for $1 of client money. In 2012-2015 three year period, by taking aggressive positions early, Citadel has made $3 billion. It is now engaged in many investments including commodities, buying and selling securities for other investors, trading, fixed income, global equities. To offset the higher risk Citadel bets equally on up and down markets, so that only 52% of stock bets need to work, according to Griffin. Copeland shows the highly intense nature of the business, large turnover of managers, the atmosphere on the 37th floor of the Chicago offices with 500 scenarios being simulated of the hedge fund's investments, and analysts looking at 36 screens of 14,000 investment positions. After the 2008 financial crisis highly leveraged activity continues at Citadel, just as other hedge funds have pulled back and targeted lower returns in mid to high single digits, or to improve their image. Citadel assets increased from $16 billion to $26 billion since the beginning of 2014, with higher returns of over 25% in its main investment funds Kensington and Wellington in 2013. The average hedge fund made returns of 6.2% in 2013, according to analysis by firm Hedge Fund Research. As part of risk mitigation Fed chairman Ben Bernanke has joined the firm as advisor- in 2008 the Fed was questionning this type of highly leveraged activity that led to the collapse of Lehman and Bear Stearns. Of the top ten hedge funds only Millenium Management and Citadel had leverage this high in reports to the SEC under Dodd Frank of regulatory assets that include borrowings for investment, showing systemic risk that remains in the financial system....

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Proposals for using a plan in the euro-zone, such as the Brady Plan. The Brady plan arranged for bondholders for Latin American debt to take losses of 30% in return for longer term debt instruments with lower rates, and backed by 30 year US zero coupon bonds. This helped restructure Latin American debt in the late 80's and early 90's, and helped countries in Latin America forge an economic recovery. At this time Angela Merkel from the German side is pushing for bondholders to take losses for having made risky loans, which was made part of the EU bailout plan in late November 2010. However investors in financial markets continued to push up bond yields for Belgium, Portugal, and also for Germany. There is the sense that something is needed that would require bondholders to take losses, with some compensating mechanism such as the Brady bonds. Also needed is a restructuring of debt without which euro-zone countries cannot stage an economic recovery. Ireland, Portugal and Spain can no longer devalue their national currencies as a way out of the financial crisis. This increases the urgency for coming up with a solution. Mr. Brady was asked about this at a financial markets conference recently. He said what is needed for such a plan to work, is to have a unified decision. In the Brady plan the US took the lead and agreement was arranged bringing together the bondholders and the sovereign countries. Nicholas Brady was Treasury Secretary of the US in the 1980's. Argentina, Brazil, Mexico and other countries restructured their debt, and commercal banks were able to reduce their exposure at a discount. The principal benefit to the lending banks was that they were able to exchange their claims on developing countries into tradeable instruments, and were able to get this debt off their balance sheets. The negotiations for the Brady bonds involved some form of "haircut" - meaning that the value of the bonds resulting from the restructurings was less than the face value of the bonds. All of the Brady bonds were eventually retired. By Mexico in 2003, and also by Brazil, Colombia and Venezuela....

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The American consumer still spends money on bigger ticket items like luxury cars and iPads. The rich are largely shielded from this recession and one might forget that even with a 10% unemployment rate, says one economist, there are still 90% with jobs, about 75% confident of keeping them, and half with liquidity. So there is spending which is erratic. A sort of EKG type recovery in which it keeps changing all the time, with no consistent pattern. Consumers who are uncertain about the future and facing tight budgets save on toothpaste and basic consumer items, while other consumers continue to spend. A Consumer Reports survey shows consumers willing to spend on appliances and electronics. American Express conducted its survey of consumers and found consumers behind on their savings plans and making impulse purchases, or going outside their means to buy things. One analyst who follows the savings rate closely thinks consumers are spending because the stock market recovered after the 2008 crisis, and as the stock market falters consumers will start saving more. And Prof. Dan Ariely of Duke University, a behavioural economist, says that people who fear losing money in stock market fluctuations feel better spending their money, this way a least they have something to show for it. One reason apple's IPad has done so well is that consumers see it as a compromise purchase, they can give themselves a little something as a reward and still not have to buy a Mac which costs a lot more. And in the patterns of American consumer behaviour experts point to behaviour where consumers will save at Target by buying cheaper brands or buy at Dollar stores for things like paper towels and detergents, and then go out and spend on something pricey to reward themselves or have that feel good feeling. So you have this development that sales are up 9% this year at the Mall of America in Bloomington, Minneapolis, USA's largest mall. People look at price tags and shop for deals, they cut spending in places and spend in other areas. ...

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S&P's faulty ratings on U.S. mortgage securities was a critical factor leading to the financial crisis of 2008-2009, and the deep recession that followed in the U.S. Recovery was only made possible by large government stimulus and central bank intervention with monetary easing on a massive scale. The effects are still evident after millions of people lost their homes in foreclosures and widening income inequality. Yet it took about 7 years before S&P accepted responsibility and settled with the Justice Department. Earlier S&P accused the Justice Department of suing the company in retaliation for a downgrade of U.S. government debt in 2011. In the convoluted upside down nature of such lawsuits and protests by defendents, McGraw Hill said that the settlement "contains no findings of violations of law." Yet the government produced 290 million documents in response to discovery requested by S&P. Associate U.S. Attorney General, Stuart Delery, the top negotiator for the government, says "put simply, the department brought this case because S&P committed fraud." Delery says no case in Justice Department history has produced this many documents. The Justice Department cited several instances of breach of duty in a statement signed by both parties. In 2007 an internal group's downgrade recommendation for a large number of mortgage securities was rejected by upper management because of concern S&P would lose business. In another cited instance S&P alters its ratings model for grading complex risky securities in 2004 with the goal of being able to issue grades for "2-3 notch improvements" and resulting "improving of S&P market share." S&P had about $1.9 billion in cash balances in third quarter 2014, say analysts, and the settlement was designed to set the right course but not hurt S&P in carrying out its role of issuing about 95% of ratings globally along with counterparts Moody's and Fitch. Mississippi Attorney General Jim Hood says S&P's responsibility lies in that banks might be expected to do something shady, but credit ratings agencies were the ones the country looked up to to do the right thing and flag this....

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The 4.7 billion euro loss at German steelmaker ThyssenKrupp for the fiscal year ending in Sept. 2012. The loss stems mainly from management's bet on a large project to make steel slabs in Brazil and ship it to a plant in the U.S. state of Alabama for finished product of high-grade sheets. The project suffered delays and by the time the Brazilian plant was running in 2010, the strength of the real Brazil's currency and higher wage costs had affected the economics of the plan. Steel demand also slowed in the U.S. The plants which required an investment of 12 billion euros now have a book value of 3.9 billion euros. Thyssen bet too much on one project and it failed. Three management board members who had oversight over the compliance, steel and building technology areas had their contracts terminated, and a new CEO was appointed in 2011. Heinrich Hiesinger, a manager from Siemens AG is the new CEO. ThyssenKrupp's image has been sullied by reports of price fixing of rail tracks and scandals involving the communications head for foreign railroad contracts. Hiesinger says "until recently there has been an understanding of leadership in which old-boy networks and blind loyalty were often more important than the success of the company." He faces a difficult challenge of changing the corporate culture and developing a new strategy. His plans are to turn ThyssenKrupp into a high-tech engineering business by selling the steel mills in Brazil and Alabama, and the stainless steel division to Finiish company Outokumpu Oyj. This will shrink steel from 41% of sales to 30%. To implement this strategy Hiesinger needs a capital increase. This runs into problems as the Krupps Foundation headed by Berthold Beitz, which controls 25% of the stock, does not want to see its influence diluted. Other problems include the role of Gerhard Cromme, head of the supervisory board, which failed in oversight over the failed project. Cromme is also the head of the supervisory board at Siemens AG. At Siemens he helped a company cleanup after a bribery scandal and brought in new management. He also headed the Cromme Commission on corporate governance code for German business, which makes the current corruption allegations embarrassing for Cromme....

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Vernon Smith, Professor of Economics and Law at Chapman University, 2002 Nobel prize winner, makes an effort to explain in simple language what has happened in the housing bubble, the various aspects of this crisis, and what might help and what might be difficult to accomplish in the rescue plan. He thinks that a reverse auction is awfully hard to do with some success especially as Treasury has no experience with this, and thinks its better to inject capital in banks and companies in return for equity stakes, which incidentally is what Gordon Brown's plan in the UK intends to do. With that Chapman believes Treasury has experience having recently demonstrated that several times including the way Treasury and the FDIC assisted JP Morgan takeover Washington Mutual. He asks readers to look at the Shiller price index graph from 1987 and asks do they think the home prices which only in 2006 and 2007 gradually turned downward and plumetted in 2008, has it run its course. The answer from the graph looks like a no after such a long runup in prices since 1987 and there is a ways to go in 2009 and into 2010. In this context and the context of a declining economy wiith higher unemployment what are the prospects of stabilizing home prices anytime soon? Which suggests injection of capital in return for equity by the government to recapitalize them and get lending back up, as well as act a a clearinghouse to take some of the fear risk out of transactions, as some of the more sensible solutions. And at the same time putting in a comprehensive homeowner relief program with taxpayer money and lender participation to have the lenders modify mortgages, or something like the Hubbard or Feldstein plans, to keep homeowners in their homes. And there is one bit of good news in all this oil prices have already hit $80 a barrel and are headed downward, and so are the prices of all commodities including steel, and the prices of soybeans, corn wheat and so on. ...

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Government data show that the German GDP declined by 0.5% in the thrid quarter after declining 0.4% in the second quarter. IMF predicts GDP decline of 0.8% in 2009. Germany's recession look like the worst in Europe except for the UK which has many of the same problems as the US economy. Germany's housing market has seen prices grow by almost zero in the last 10 years and German consumers are not in debt so Germany felt fairly immune to the troubles facing the US and the UK and Spain. But Germany is a big exporter and it has become more dependent on exports in the last 10 years. Exports account for 41% of GDP and CHina sucked up alot of machinery exports from Germany and China is in the midst of a drastic slowdown. In fact for the first time China is seeing a decline in monthly electricity output. And China's GDP growth rate may go from 12% to the range of somewhere around 6% in 2009, considering that Chinese export factories are closing down as the USA its main export market is seeing a rapid slowdown. Its already reached 9% and the slowdown is just beginning as the US market is also at the beginning of its slowdown. As the US market declines further in 2009 China's export factories will face a further decline in orders. Comparing the US at 10%, Japan at 20% and Germany at 41% of GDP one can see how heavily dependent the Germans have become on exports, especially with Asia's booming economies sucking up German exports. New orders for German goods declined by 18% from their peak in November 2007. And this is just the beginnning. So German unemployment is expected to increase. Its true that German banks invested heavily in mortgage related securities and other risky assets abroad, and the international financial crisis has led to a bailout fund of 500 billion euros setup by the German government. But Bundesbank figures show that what is causing the drastic contraction is the drop in investment spending as loan demand has dropped. ...

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Jeremy Stein tells Eisinger that it is important for the Fed to recognize when a bubble is taking place and take action including jawboning and regulatory action to limit bubble behaviour in capital markets. Fed chairman Yellen did this for social media stocks and bio tech sector stocks in 2014 by pointing out that that the rise in stock prices were excessive, resulting in a pullback.

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Japan has accomplished a remarkable transformation of its workforce and its economy even as the working age population is declining. For years Japan was seen as a stagnant economy with a rapidly aging population. In recent years Japan has shown how a change in policy can work. Since 2012 working age population declined by 4.7 million, yet the number of people working increased by 4.4 million. The proportion of the population in the workforce rose sharply since 2012. To do this Japan turned to three underutilized parts of its workforce and population- the elderly, women and new immigrants. Japan has pursued an active policy of reviving the economy by bringing women into the workforce and breaking taboos on new immigrants. In 2004 Japan raised retirement age from 60 to 65, and then made it mandatory for companies to raise or abolish the retirement age, or introduce a system for re-employing workers who retire. This has changed Japan a lot with Japanese men working well into their 60's and 70's. In the west coast city of Kanagawa which now has a bullet train to Tokyo, out migration was a big problem that added to a declining workforce. The head of Ohara, a family owned company that makes desserts tried a novel method of advertising to seniors in apartment blocks and starting attracting seniors to fill worker shortages. It found that seniors came to work on time, performed even tedious tasks, and brought a great deal of experience. Since then the regional government has started programs to get more retirees and women into the workforce. The special programs teach small companies to adapt to the needs of retiree workers who can work in shorter shifts of few hours and do less physical jobs. Women need predictable hours to pickup children from school and shorter work weeks, for which the regional government program helps companies adapt by sending in specialists to guide the companies. As a result female participation in the workforce, for very long a big handicap is no longer so. Female participation has jumped to 63%, higher even than that in the OECD where the average is 62 years.  Japanese women had a M curve that meant they worked most in their 20's. less in the 30's with children, and more in the 50's. First the government tried to correct this with extended parental leave, increased childcare, and rewarding companies with good work-life balance. Then in 2009 the effort accelerated with employers required to offer 6 hour days if a worker asked for this. Under prime minister Abe's "womenomics" effort child care was significantly expanded- by 2015 Tokyo went from 28 to 38 spots open for every 100 two year olds. Alongside these efforts the Abe government tried to get companies to rethink their assumptions about quantity of work and overtime as productive effort. One could work shorter hours and be productive, and the old notions were seen as resulting in lower productivity. As fathers with parental leave took on more responsibility the changes transformed the attitudes for women at work. Most remarkable is the quiet change in immigration policy. The government allowed foreign construction workers to address shortages for work on the 2020 Olympics. It introduced a 3-5 year visas program for nursing care workers. Two new categories of visas will add 340,000 additional blue collar workers over next 5 years. The total foreign born workers in Japan doubled from 2012 to 2017 to 1.3 million. ...

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Chancellor Merkel tells the newspaper "Sachsische Zeitung," that she sees a follow through on policies on refugees after reestablishing control over EU borders as one of the lessons learned from last years refugee crisis. This has reduced the flow of refugees and Merkel says the process of deportation of non-German nationals who had no residency permit had to be done rigorously and speeded up.  Having said this Merkel defended her policy on refugees as "coherent," and was clear about it- "I do not see a change of course, but coherent work over many, many months." Responding to Pegida and anti-immigrant sentiment in Dresden, Merkel said it is important to remember the lessons of history, that "we are the people" slogan used by the far-right is misplaced, that in a free society "we all are the people."

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Lipton, Austin and LaFraniere of the NYT tell the story of how the serious differences between the prime contractor for the federal healthcare website, CGI Federal, and the Obama administration officials handling the website, evolved into conflicts that could not be resolved. This led to the flawed website being rolled out on schedule ignoring serious problems with the website. The detailed report comes after interviews with Obama administration officials and specialists who worked on the project and looking into government and contractor documents. A month ago in October 2013 the healthcare website for the Obama healthcare law was up only 42% of the time with 10 hour failures happening frequently. Basic steps for the functioning of website backup systems in case there is a failure, testing to ensure negligible or no outages, were not secured. The government officials responsible for the rollout did not have the capabilities to handle such a project. Henry Chao, who worked in the Medicare agency for 19 years was left to oversee day to day questions for the website HealthCare.gov, but lacked a formal background in software engineering and no authority to make the decisions needed. The $630 million project was setup inside the Medicare Agency, instead of a separate agency specially setup for this project and staffed with the appropriate skills as originally proposed. Five different lower level government officials made decisions without the authority needed and no one person with the necessary skills was given overall responsibility and decisionmaking. A series of missteps were allowed to take place- settting many added requirements that made it difficult for contractors to focus on basic steps and get them right, use of the MarkLogic database system instead of systems from IBM or Oracle against the advice of contractors, multiple contractors without a way to control the overall project, shifting requirements from the government and bureaucratic delays for resolving basic issues such as use of social security numbers, all worked to create delays. With the delays came a deterioration of relations between Obama administration officials and the contractors. The government officials response was to stick to the deadline of Oct. 1 rollout, with Michelle Snyder, chief operating officer of Medicare agency telling people she would fire the contractor if possible. In the end no one took responsibility for a safe reliable rollout, even though the system failed a test of 500 users in late September and was down half the time in mid-October. President Obama or his advisors were either not kept fully informed, or did not grasp the significance of the collapse in relations between contractors and the government and a project out of control. His aloof distanced approach was not an asset in such matters- saying about the rollout and use of the website: "this is real simple" like using the Kayak website for travel bookings- and he saw no need to take action leading to the major failure for the administration that followed....

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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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Hardy and Merced take an inside look at what happened at Autonomy Inc that resulted in the charge of $8.8 billion by H-P in Nov. 2012. The problems start with the hiring of Lee Apotheker, a former CEO of German software maker SAP, as H-P's new CEO in the beginning of 2011. This comes after CEO Mark Hurd is fired over relations with a female employee. Apotheker starts out within months of joining H-P with some precipitious moves that raise questions about his decisions- he dumps the new H-P tablet within weeks of joining, and follows this with a move to shift H-P out of its PC business and focus on software. To do this he pays ten times revenue for Autonomy Inc., a British software maker which has grown through acquisitions and not invested enough in advancements for its software, according to a piece by Al Lewis in the WSJ in August 2011. Autonomy's business is software that analyzes and finds patterns in voluminious data like e-mails, online data, web surfing. The tech community and analysts sees this as a risky investment from the start with Apotheker overpaying for Autonomy. Apotheker has failed to look at H-P's record in acquisitions with the failed Palm acquisition costing H-P over a billion dollars. H-P has a poor record of integrating companies. This proves to be especially true with Autonomy with founder Mike Lynch keeping a distance from Palo Alto headquarters by staying mostly in his London office. Apotheker is fired by the H-P Board within months of taking office and the Autonomy managers including Lynch leave H-P in the following months. Alarmed by a falloff in Autonomy sales, H-P's new CEO Meg Whitman sent a team in May 2012 to review the books of Autonomy. This results in finding "serious accounting improprieties." The problems are caught when a senior finance official at the London Autonomy offices points them out. What Autonomy did before selling out to H-P is to sell low end hardware servers at a loss, and disguise the loss by inflating marketing expense, resulting in marketing expenses going up just as it was trying to sell the company as a pure software company. Middle men who sold the Autonomy software reported sales that were made up and licensing revenue was taken before it was received. Analysts at Forrester Research say Autonomy had not invested in R&D, and did not make regular software releases, had poor customer relations, no regular customer feedback, and lacked transparency on future product plans. The question goes back to how did Apotheker make such decisions without giving enough time, with the due diligence reported to the head of strategy Robison and not the CFO as is normal, and how did he fail to catch the obvious failure to invest in the company R&D? Apotheker described his approach in a February 18, 2011 interview with the WSJ's Ben Worthen. He told Worthen a joke about the Swedish parliament where members discuss a proposal to move driving from the left to driving on the right, by doing this gradually. Apotheker's analogy turns out to be misplaced, his approach brash and dangerous, and the H-P's Board's confidence in their new hire misplaced. It turns out that H-P's previous CEO Mark Hurd came in for criticism for not investing enough in R&D. The money wasted in these acquisitions leaves H-P at a severe disadvantage for increasing investments in R&D when margins and sales are declining in the printer and PC business. On Nov. 20, 2012, H-P share price dropped 12% to under $12. H-P reported a $6.9 billion loss in third quarter 2012. Revenue for the full fiscal year declined 5% to $120.4 billon, and earnings declined 23% to $8 billion. ...

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In the third fiscal quarter ending June 28, 2014, Apple sold 35.2 million iPhones, up 13% from the year ago quarter. Profit reported was $7.75 billion for the quarter, up from $6.9 billion in the prior year quarter. Revenue increased to $37.43 billion from $35.32 billion the prior year quarter. Apple is not experiencing the weakness in smartphone sales that Samsung is seeing. The strong sales comes with increasing sales in China following the distribution deal with China Mobile. iPad sales slowed with sales declining to 13.3 million iPads in the quarter, down 9% from the prior year quarter. While Samsung has difficulty in preventing lower cost competitors such as Xiaomi and Huawei from eroding sales in China Apple sales are increasing. Apple's revenue in China increased by 28% for the quarter. China is a western brand conscious market as seen in sales of U.S. and German made automobiles. Another trend Apple is capitalizing on is the sale of larger screen iPhones. Screens larger than 5 inches make up 20% of iPhones shipped in China, according to IDC, which are estimated to go up to 50% by 2017....

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According to researchers at AARP and the Economic Policy Institute women over 50 years have a harder time than men of the same age in finding good jobs since the 2008 financial crisis. Older women who were laid off have a very hard time finding employment and steady jobs, as this report by Patricia Cohen in the NYT shows. Age, lack of internet skills, shifting networks, caregiving responsibilities and time off taken to care for children, all have worked against older women over 50 years. A study by the Federal Reserve Bank of St Louis shows that compared to 2006-2007 before the financial crisis hit when about a quarter of the unemployed for women over 50 years were unemployed over 6 months, by 2012-2013 the jobless women for more than 6 months had gone up to about half of the unemployed women in this age group.

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The WSJ's Monica Langley provides insights into Donald Trump's campaign strategies, some of them right out of his book "The Art of the Deal." His target voter is from a think big strategy to get voters across a broad spectrum using the slogan "Make America Great Again," with a knack of tapping into a deep well of voter frustration with the political establishment. How to get attention in the media is the next step Trump tackled by using social media to the fullest - using Twitter often, making statements that attract attention such as the ones on China, Mexico, Senator McCain and Muslims that tap into failure of political correctness to address voter frustration on trade and jobs, immigration and terrorism. The Trump campaign has 14 million followers on Twitter, and 50 million "engagement" accounts on Facebook- that cost very little. Social media is to Trump in 2016 what community networking on the PC dashboard was to Obama in 2008. As the WSJ pointed out in an editorial, the splitting of the Republican vote among many candidates, and the failure of candidates to grasp the nature of the unconventional campaign waged by Trump- descending into attacks based on target groups of voters on every candidate except Trump- created the opportunity Trump has grasped with his knack for improvising along the way. Commonsense campaigning without sophisticated strategies, improvising often along the way, using the available medium of social media at little cost to get the message and slogan across, helped Trump make the deal with voters to upset the political establishment. The Sanders campaign is also based on careful repetition of the same slogan and facts about inequality and lobbyists, over and over again, offering strong action on health care and college tution just as Trump offers strong action on China trade, immigration with the idea of the wall, and barring entry of Muslims for terrorism till "we figure out what's happening." The difference being that Trump thinks big and targets the entire electorate of his party's voters in the primaries from the beginning, and a broad based campaign on many issues. Underestimating your opponent carries many risks in politics, never more so than when you are out of touch or not listening to voter frustration, and fail to speak up to it....

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China's GDP growth accelerated slightly to 6.9 percent in the 1st quarter of 2017, after five consecutive quarters of GDP growth at 6.7-6.8%, according to government data. This reflected larger use of steel in the construction industry and more mortgages issued by the state controlled banking sector. Government officials say productivity is improving helping GDP growth, with closing of less efficient manufacturing plants. Industrial production increased 7.6% in March 2017, according to the National Bureau of Statistics. The government is trying to control higher lending and reduce the backlog of bad loans at banks. Higher growth helps to reduce the bad loans at banks from the earlier period after 2008 financial crisis, improving financial stability.