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Modi's success in tackling problems of electricity development in Gujarat state and the model for India, as a new Modi administration is elected for India in 2014. Other areas that are the focus for development include high speed rail and transportation, other infrastructure development, creating new jobs in manufacturing. Modi made three trips to China in the last decade as a four term chief minister of Gujarat state (similiar to a governor of a U.S. state), and has adopted a China type focus on infrastructure development and manufacturing for the western state of Gujarat, which was part of the old Bombay state in British times. Mumbai, the new name for the old British settlement of Bombay on the west coast, is about 300 miles south of the major Gujarat city of Ahmedabad, at one time a major textile manufacturing center. Mumbai and commercial minded people from Gujarat occupy a role similiar to Shanghai in India's economic development. Under British times trading minded Gujaratis settled on the east and southern coast of Africa, in the Persian Gulf, with retail businesses. Of India's two largest companies the Reliance Group made its early start in textiles in Gujarat in the seventies, set up by a young emigrant who returned from the Persian Gulf. The Tata Group which owns Land Rover was set up by a Parsi immigrant community in Gujarat. Its founder Jamshedji Tata set up India's steel industry under the British at the turn of the century. The Parsis settled in Navsari, Gujarat, immigrating from Iran and other parts of the Persian Gulf centuries ago. When the media talks of Modi's origins as a tea seller's son, one has to take this in the context of the origins of people such as Reliance founder Ambani who was the son of a schoolteacher from a rural village in Gujarat. With about a 1000 mile coastline facing the Persian Gulf, Gujarat has been known to engage in the textile trade long before the arrival of the Portuguese and the British in the 1600's, and before the Muslim period from the 1300's. Many Gujaratis settled in Mumbai and are a key part of the commercial, financial center in the city. Just as Britain with its commercial centre of London evolved over centuries with commerce affecting attitudes towards democracy, free media and capitalism compared to more feudal France, Gujarat and Mumbai has evolved in a similiar manner compared to other states in the north of India. With all the media infomation and misinformation on Modi's mishandling of communal riots little has been said of the unique position of Gujarat and Gujaratis in the industrial development and modernization of India. Compared to other parts of India historically there is a greater degree of tolerance in Gujarat for other communities, similiar to Britain's compared to France and Spain, because of this commercial outward looking orientation for new ideas. ...

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Olivier Blanchard, chief economist of the IMF says that as government borrowing around the world surges, interest rates will go up. Governments borrow by selling bonds to investors, and to attract investors the government competes with stock and corporate bond markets for investor's money, leading to rising yields for investors. As the confidence has returned to corporate bond markets this is already happening. From the end of 2008. the yield on the benchmark 10 year Treasury note has increased by one and ahalf percentage points, rising to 3.54% from 2%, the sharpest upward movement in 15 years. In Germany the yield on German 10 year bonds has also risen, rising to 3.57% from 2.93%. Similiarly British bond yields have risen to 3.78% from 3.41%. Congressional Budget Office estimates are that net government debt for the USA will rise to 65% of GDP at the end of fiscal 2010, from 41% at the end of fiscal 2008. In 2009 and 2010 the US government will sell $5 trillion in new debt, according to Citigroup. A decade from now the government's outstanding debt could equal 82% of GDP, or about $17 trillion. Every one point rise in interest rates costs the Treasury $50 billion annually over a few years, and Kenneth Rogoff estimates that this could reach $170 billion annually if the average yield on 10 year Treasury note goes up to 4.7%, as the Congressional Budget Office estimates. This will dampen the effects of stimulus spending. It is a big issue says Rogoff. A year ago under old policy and assumptions before the financial crisis the Congressional Budget Office projected outstanding debt at $5.3 trillion in 10 years. Now the estimate is $17 trillion, which is triple the old number and an increase of $11 trillion. A recovering economy would make these numbers less relevant. But with struggling industries like autos and banks needing more help from the government, and with consumers having to reduce a mountain of debt, a weak economy for a long time and small growth for a decade would make this a story that won't go away. Rogoff says its like what happened to the subprime borrowers, people assuming that the funding is always going to be there. In 2009 and 2010 Citigroup says, the Euro zone countries will sell nearly 1.6 trillion euros or $2.6 trillion in new debt, and Britain will offer 490 billion pounds or $799 billion in new debt. Over the next decade this would slow Europe's recovery and prolong the downturn. Britain faces a bigger problem in the near term as Britain's governmetn debt equals 55% of GDP, and Standard and Poors estimates it could approach 100% by 2013. South America and Eastern Europe will also face the situation of rising rates. Asian countries like China with lower levels of debt are in a better situation, IMF's Blanchard says....

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FactSet Research Systems shows that of 13,339 ratings of U.S. listed companies 96% were buy, hold or overweight. Only 4% were sell or underweight. Mike Mayo describes the difficulties he faced giving true ratings of banks that reflected loan and other problems- in over 2 decades as a bank analyst- in his book "Exile on Wall Street." A significant culture change is required, says Mayo, for the hundreds of analysts who do the ratings to perform their function of providing proper scrutiny of companies. The clout of banks in the American capitalism of today also works to the severe detriment of the economc system to perform the way it should. He says the U.S. should look to the Financial Services Authority in Britain for the kind of actions that are needed for the financial sector supervisory officials. He points out that the FSA fired many of its existing staff and looked for new talent, at the same time increasing the salaries and benefits so that regulatory supervisors were not looking for opportunities in the private sector....

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Yelena Chizhova was given the 2009 Russian Booker Prize for her novel "Time for Women." Chizhova describes how she gained a glimpse into the life of the period before the 1990's- during the Brezhnev period and the siege of Leningrad- from stories told by her great grandmother when she was only five or six years of age but which remain in her memory. In her book she tells the story of three elderly women raising a girl in a communal apartment in the 1960's. She says her book is part of this search for moral bearings in Russia that looks back to look forward.

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The German company Bayer faces an unusual situation trying to settle all lawsuits for Roundup weed killer that claim it causes cancer. It is settling lawsuits even while the product remains on the shelves at retailers. Bayer is not allowed to put warning labels by the EPA and regulators on Roundup that is on the shelves, because the EPA says glyphosate is not a chemical that causes cancer.  Bayer has already lost in three jury trials and faces the unusual predicament of not being able to remove the ingredient or put a warning label to avert future litigation. Bayer had lost a third of its stock value as the legal situation worsened. Investors are very critical of the acquisition of Monsanto for $63 billion by CEO Mr. Baumann in June 2018. Monsanto sold Roundup and this is how it ended up in Bayer's products with sales of $200 million. The legal settlements plan is 50 times this. $8 billion for current lawsuits and $2 billion for future lawsuits. And future lawsuits are unpredictable creating uncertainty for Bayer. Investors question whether such an acquisition was a good idea in the first place. ...

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Redesigned milk jugs are cheaper to ship and save money, so what is sacred about the old jugs and maybe they could be redesigned againto make them better in other ways.

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The last thing we want to do is to bring back the images of the 1953 American sponsored coup, which ousted Prime Minister Mohamed Mossadegh and returned Shah Pahlavi to power, says Senator John Kerry in an op-ed article in the NYT. He cautions America getting involved in Iran, letting Iranians decide on their own, as the CIA supported coup that overthrew Mossadegh's elected government and put a king in his place because he would be more friendly to American oil and other interests in the region, may arouse bitter memories of America's influence in avery negative way in an earlier period. Most Americans may not remember the American sponsored coup. Mossadegh was a socialist during the Cold War and wnated to nationalize the oil industry run by foreign companies in the country. During those days the interests of American oil companies, the Cold War with the Soviet Union, and British-French colonial era interests in the Middle and Africa and Asia, were all intertwined. The Korean war had just ended, Suez crisis of 1956 with the nationalization of the Suez Canal by Egypt, was a few years away, the French were fighting to keep their colonial empire in Vietnam, and America was supporting Pakistan with Sabre fighter jets bringing a version of the cold war to the Indian subcontinent even though India was the largest democracy in Asia. Partly because its leader Jawaharlal Nehru, was an independent minded socialist, who avoided joining the cold war with his non-alignment policies. Adlai Stevenson, Democratic candidate for President against Eisenhower was very enthusiastic about Nehru in his speeches, but Republican Secretary of State Dulles saw things differently, just as today there are huge differences between the way a Rumsfeld and an Obama see the world. Many of the problems today in places like Pakistan Afghanistan, Iran and Iraq had their beginning during this period....

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Changes Novartis CEO Daniel Vasella is making in the pharmaceutical business. He has hired Joe Jimenez, who is running Novartis's consumer health care business to be the new pharmaceutical division chief. Jimenez previously worked at packaged goods companies including H.J. Heinz Company. Jimenez is cutting 25% of the jobs at pharmaceutical division's headquarters in Basel to reduce bureaucracy and costs. In March he promoted Trevor Mundel and Andrin Oswald, 2 young executives, to head the drug developmet group which puts drugs through human testing and submits them for regulatory approval. This group had become too bureaucratic and slow to move and take initiative. To improve its functioning Jimenez is organizing it into small teams with each team assigned an experimental drug in Novartis's pipeline. Each team of 8 people including physicians, experts in regulatory affairs and marketing and toxicologists work together to spot potential safety issues early and discuss them with regulators to determine whether to put the drug through expensive clinical trials. Each team takes the responsibility to take its drug to the market. The pharmaceutical unit is also being organized to be more nimble. It solicits health systems early on whether its willing to pay for drugs. And Jimenez has startd 4 pilot projects in tough markets to improve relationships with payers, including the Pacific Northwest where Novartis has offered to train an HMO's nurses in aspects of heart disease. Vasella supports the generics division of Sandoz because the growth is in generics, with generics commanding 60% of the prescription volume in Germany and USA, and sales for generics up 25% this year in the generics division. And Novartis paid $39 billion for Alcon, a eye care company. Its also working aggressively in the vaccines business, which like generics enjoys double digit growth. ...

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The effects on the U.S. stock market, Treasurys and corporate bond yields of the U.S. Federal Reserve's move to continue Operation Twist in June 2012. The Fed plans to sell $267 billon in short term debt through the end of the year. The effects are expected to be more muted compared to the quantitative easing efforts of QE I, QE II, and the Operation Twist through June 2012 in which the Fed sold $400 billion in short term debt. The effects of the eurozone crisis and slower growth worldwide are other macroeconomic forces at work which may play a larger role this time.

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Competing models from Suzuki and other manufacturers have better acceleration for highways and are more durable than the Tata Nano or its successor the Tata Twist. The Tata Twist is pricd at $400,twice the price of the Nano, and has features such aspower steering. The small engine with power closer to that of a motorcycle is a serious handicap for the Nano concept, as buyers are looking for more power on Indian highways. The Tata Nano sold as low as 5000 cars in Nov. 2013, with the 250,000 capacity of the Nano plant in Gujarat remaining unutilized.

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Marathon Oil is is planning to sell its North Sea oil properties valued at about $3 billion and focus on North American production. Plans are for increasing capital investment by 13% to $5.9 billion in 2014 and a $2.5 billion share repurchase program. Marathon has sold assets of about $2.7 billion since 2010, and plans further asset sales including a $2.1 billion sale of assets in Angola projects. The strategy is to focus on N. American oil production. Occidental Petroleum, Apache Corp., ConocoPhilips, are also pursuing a similiar strategy by exiting the Middle East and focussing on N. American production.

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As health care markets are slowing in western countries and price pressures are increasing Phillips is moving aggressively in emerging market countries like Brazil and India. It s market share in emerging market countries is 18.5% and it wants to push this upto 25%. And health care is becoming more important to Phillips as it scales back from consumer electronics. To understand and meet the different needs of these countries Phillips is acquiring local companies and redesigning its products so that they meet basic functions at a much lower price than the same product sold in western countries.

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King Salman appoints Mohamed bin Nayef, 55 years-old, as the deputy crown prince in Jan. 2015. The crown prince is Muqrin Abdulaziz, 69 years-old. Mohamed Bin Nayef is the son of the Interior Minister, who worked under his father from 1999 till he became the new Interior minister in 2012. Nayef has pursued an aggressive program to remove Al Qaeda in Saudi Arabia. By taking action against all dissent inside Saudi Arabia Nayef has also jailed human rights activists, including the flogging of a blogger critical of the government. The defense minister Prince Mohamed bin Salman, is a son of King Salman. King Salman was defense minister till he succeeded his half-brother Abdullah. Ali al-Naimi continues as Oil minister, a position he has held for decades. Saudi Arabia established a panel in 2006 to work with future kings after King Salman to appoint an heir to the throne. Even with the appointment of Nayef, a grandson of Saudi Arabia's founder, Abdulaziz ibn Saud, as deputy crown prince, the leadership of the country remains within a small number of princes of the royal family. Under the Obama administration the relations between U.S. and Saudi Arabia have become strained with president Obama's failure to intervene in Syria. The Saudi have pursued their own policies since then, in first Bahrain and then Egypt the Saudis supported the monarchy and the military respectively to maintain power in the face of the Arab Spring. The danger is that Saudi policies may be contrary to the U.S. position supporting freely elected governments and basic rights, particularly when it comes to suppression of all dissent including peaceful dissent and normal criticism of government, and yet with the rise of Islamic State the U.S. puts itself inadvertently behind these very policies. The Saudis would say this has happened because U.S. president Obama failed to support the effort for freedom in Syria and a transition in Libya and Iraq (with the added complication of Maliki's sectarian policies), creating a war torn neighborhood in which the Saudis had to act on their own. These are the hidden costs of the policy of the U.S. president for the U.S. and for the Middle East- more sectarianism with Shiites and Sunnis openly in conflict, reversal of hard won gains in Iraq, reversal of the Arab Spring except in Tunisia, war torn Libya and Iraq- with a withdrawal that never truly happened because it required a firmly guided transition period of support in the region with lower cost and involvement of an extended period leaving no room for reversal of gains. It leaves both the Saudis and the U.S. in a more precarious position than a decade ago....

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The response of Ronald Reagan and George Bush in a Republican presidential primary debate to the question: Do you think the children of illegal aliens be allowed should be able to attend Texas public schools free, or do you think that their parents should pay for their education? Bush's response: "I would reluctantly say I think they would get whatever it is that society is giving to their neighbors... If they're living here I don't want to see a whole thing of 6-8- year old kids being made totally uneducated and made to feel they're living outside the law. Lets address ourselves to the fundamentals. These are good people, strong people. Part of my family is Mexican." Ronald Reagan's response was: "Rather than talk about putting a fence, why don't we work out some recognition of our mutual problems with Mexico? Make it possible for them to come here legally and with a work permit- and then while working and earning here, they pay taxes here. And when they want to go back, they can go back. And open the border both ways by understanding their problems."...

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Gerhard Richter, who is now 80 years old, is softspoken and reticent, and works out of studios near his home in Cologne, Germany. He calls the prices for his paintings "absurd." The son of a schoolteacher in Dresden he crossed over to West Germany a year before the Berlin Wall went up. He has a range of styles, from portraits to abstract paintings with lots of color, experimenting in different ways to put the colors. Right upto 1962 he was largely unknown except in Germany, where local collectors put together collections of his work. At the time his paintings covered subjects that reflected Germany's recent history- "Aunt Marianne" who was mentally ill and was killed by the Nazis, and "Uncle Rudi," a Nazi soldier. It was not until the 1980's that he experimented with different styles and large brushes for colorful abstract paintings that have become popular in auctions. About 40% of the paintings are in museums. In 1995 New York's MOMA paid $3 million for 15 paintings called "Oct 18, 1977." They were done in 1988 after the arrest, trial and death of young German anarchists....

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June 21 is designated International Yoga Day by the United Nations. India celebrates International Yoga Day with 35,000 children and adults doing Yoga in central Delhi. Narendra Modi leads the effort to promote yoga for fitness and health. Yoga research centers are being established to improve health and treat diseases such as diabetes alongside modern medicine. Yoga day practice sessions of yoga were organized throughout India, with the participation of millions of people. Yoga Day activities in Paris, France, included a outdoor yoga session below the Eiffel Tower. In his address to the UN General Assembly on September 27, 2014, Narendra Modi said about yoga: "yoga is not about exercize, but to discover the oneness with oneself, the world and nature." It is part of a 5000 year old tradition from ancient India that promotes meditation, spiritual development and health. This ancient tradition is gradually being revived and is useful in India, China, the Middle East, the U.S. and other countries that see the spread of obesity, diabetes and other health problems. It helps improve spiritual concentration of mind, and increases the body's vital energies....

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Wagoner became President at age 45, CEO at age 48. So you would think that young blood is coming in to GM, but that does not appear to be the case. At the Board level most of the Board members like George Fisher formerly of Motorola, have been around for a long time, and there does not appear to be new blood that would bring in fresh thinking. And serious decisions about investment in developing new technologies to develop fuel efficient cars, like hybrid technologies, electric and other alternative technologies, diesel technology, have been held up for years at General Motors. The way decisions are made on such issues with Board members voicing their opinions more than wrestling seriously with the issues, shows serious shortcomings of management and the Board. At key points of decision making the CEO and key members of his team had not prepared carefully, and Board members did not come up with serious thinking on the problems facing GM. It, appears that the investment in technologies to develop fuel efficient cars much earlier, long before they were finally being addressed in 2006, was a failure of Wagoner's management and of the Board. Management discussed this but continued to be mired in old ways of thinking that continuing with the status quo- cars with existing low fuel efficiency- would not expose GM to illwinds as preferences changed. Its clear from the description here of discussions within GM that the old thinking is quite entrenched at GM, and Wagoner just was not the kind of person who could vigorously articulate a new vision for GM. A couple of things are noteworthy in this account of management indecision at GM. When fuel prices began hurting sales of SUV's and large vehicles in 2005, efforts to get a decision on investments in new technologies for fuel efficiency for the whole product lineup failed at the Board level in an April 2005 meeting. One Board member saying at that meeting, that" do we want to lose another billion dollars in developing new technology for fuel efficient cars." And no one calling him to account that the remark still did not address the point that GM had to respond to the changing market and world oil dynamics, and not just hope for the best, as GM had aggressive competitors, and faced continually diminishing role in the market place for the entire decade of the 1990's. While April 2005 was already at the tail end of the previous era of gas guzzling cars and a decision then would still not have shown a forward looking vision of things, it was not until 10 months later that a decision was reached. And this almost from necessity, as oil prices jumped in 2006 after hurricane Katrina, and by this time President Bush was also calling for higher mandated fuel efficiency standards. The other noteworthy point here is that by making the changes so late in the game, GM had to compress the development cycle for new and some cases unknown technologies into short time frames. If the ingenuity of its engineers comes to its rescue it still faces another hurdle that of cost, because the technologies have to be perfected and improved, so that the costs are low enough for customers, and importantly comparable with what it is costing competitors to make the same fuel efficient technology engine or other part. Which is why one Honda executive remarked, "GM like everyone else is serious about this, because they have to be, but how many of their hybrids and how many Volts will they sell? Their technology is very expensive." Even if GM develops the Volt electric car by 2010, GM will need a whole range of fuel efficient technolgies to power its large product lineup. Its just to hard to avoid the conclusion that this is going to prove costly. All the dragging of feet and indecision, and failure to prepare GM for a different world in case something drastically different from what was expected happened, will prove very costly especially considering how aggressive and well financed some of the Japanese and German competitors are. It also hard to avoid the conclusion that there is too much bureaucracy at the large auto companies, and getting new blood and new ideas and fresh thinking is tough in a place where everybody agrees with everybody else, and there is uniformity of thinking. This makes it difficult for any original or wayward types to thrive. These bureaucracies look up to the top for direction. Initiative is discouraged on one hand, and at the same time even if a new direction is taken at the top. a lot of resistance can be expected to implementing it throughout the company without persistent persuasion and reminder of new facts and realities. This is true for both Wagoner and Mullaly as they face the skepticism of subordinates to new direction. Mullaly for instance has to remind his managers that large vehicles are only a small percentage of the entire global market, and if Toyota is making money in small cars so can Ford. See the link to this. Is Toyota immune from bureaucracy type behaviour throughout the company? Not really, Toyota's chairman emeritus came out of retirement in fact and went out of the way to caution its CEO and management about their complacency a year or so before. Shoichiro Toyoda personally intervened to caution against too much expansion in the US and climbing wage costs, and other risks they perceived such as the company managers in the USA appearing to be resting on their laurels. See the link to this. A lot of discussion is probably going on within these companies about the present state of affairs, and considerable anxiety for what the future will bring. It may be useful to ask the question is there something that makes it difficult for once successful organizations -now with entrenched bureaucracy and set ways -to put forward leaders with vision and foresight, till it becomes very late? The vision and foresight about where their markets and the world is heading, and the ability to move their organizations in that direction. Or to break out of old patterns of behaviour and thinking....

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Cold weather dampened U.S. economic growth in the 4th quarter, with the initial reading of 3.2% seasonally adjusted annual growth in GDP revised to a reading of 2.4% by the Commerce Department. Projections by economists are for even lower growth of 2% in the 1st quarter from the cold weather, which was the worst in 35 years for some parts of the north and midwestern U.S. Consumer spending adjusted for inflation increased by 2.6%, and the savings rate dropped by one percentage point from the average of the last 3 years to 4.5%. Government spending and investment declined by 12.8%, as efforts to reduce the deficit continued. Offsetting this, and the bright spot here was more business investment on equipment, software and buldings of 7.3%, and exports up by 9.4%. GDP in the 4th quarter was up 2.5% from the prior year and unemployment rate was 6.6% in Jan 2014. Overall assessment was cautiously optimistic for the U.S. economy at the beginning of the sixth year following the global financial crisis of 2008....

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Prime Minister Fukuda of Japan and a hot new Japanese drama TV show "Change", that centers on a 35 year old prime minister Keita Asakura. It starts with dawn rising over the Japanese prime minister's building and in one of the episodes shows people talking excitedly about Obama 46 years, and Cameron, 41 years, politicians in the USA and Britain with comparisons to older political leaders like prime Minister Fukuda of Japan. In fairness to Fukuda, 72 years old, he has improved relations with China and hosted the Chinese President in Tokyo, but he has failed to get legislation through parliament because of the opposition parties the DJP which is also unpopular. But with the TV show having 20% of viewers in the Tokyo area including the current defence minister Ishiba, 51 years old, and the youngest cabinet minister, it shows that status quo is quite unpopular in Japan and the current politicians are quite unpopular.

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The day following Theresa May's visit to Berlin and Brussels angela Merkel told a special parliamentary session in the Bundestag: "We have no attention of changing the Brexit deal."  Merkel also replied to questions from parliamentarians saying: "I can only tell the citizens of Germany that we are working hard for an orderly Brexit and at the same time we are preparing for the eventuality that things are not orderly." The EU position is to let the UK crash out of the European Union on March 29, 2019. Reports in The Times of London say this break in trade with the EU would badly hurt Britain's economy. No deal Brexit is seen by most Britons as bad for the country, and this prospect increases by the day as Theresa May now faces a no confidence motion from her own Conservative party. The EU says Merkel will work out contentious isues related to Ireland after Britain's exit. Merkel seemed to very spirited in the parliament telling AfD members she could not respond to their mixture of value judgements and facts, that "such polemics don't help,"and calling the left parties in Germany's support of the yellow vests protest in Paris as "scandalous."  If anything Merkel seemed energized now that she has resigned from her party leadership position. ...

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Ford showed a profit of $1.6 billion in the third quarter of 2012. Profit of $2.3 billion in North American operations with North American profit margins of 12% helping overcome pretax losses of 468 million in Europe. In comparison to earlier years Ford held incentives down and maintained North American profit margins, earning $3500 on every vehicle sold in N. America. By comparison operating margins for Chrysler for third quarter were 4.6% and GM's margins in 2012 are about 7.4%.