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The Bush administration's and Paulson's thinking that letting the government buy parts of the banking system was unthinkable, as recently as late September, may have led to squandering of valuable time. Now Paulson is following Gordon Brown's lead in planning an injection of capital in banks in return for equity stakes, using much of the $700 billion Congress has authorized, and Paulson says the package that passed Congress gives Treasury all the authority it needs to do so. The failure to be open to this thinking earlier may have cost valuable time in addressing this crisis. And now there are second thoughts on whether it was wise to let Lehman fall into bankruptcy, because the Administration had not correctly anticipated or calculated the true cost of the Lehmann bankruptcy in terms of the way it created a crisis in the rest of the financial system. Paulson has still not taken Gordon Brown's lead in guaranteeing lending between the banks which the British are doing as part of their plan. Is the administration too slow in its response and a bit wrongheaded or stubborn headed as each step of the crisis has moved faster than its ability to respond, and its response being one step behind. Frederic Mishkin of Columbia University a former Fed Governor says, "if you delay and create uncertainty, the amount of money you have to put up goes up." It appears from Paulson's remarks over time first turning down proposals for capital injection into banks for equity stakes, and now in making that route central to his plan, that Paulson and Bernanke simply did not anticipate the shutting down of credit markets and the collapse of stock market prices that occurred, and they had no backup plan prepared for a situation such as this. And on top of this the backup plan they went out to sell to Congress turned out to be short on details and in this sense naive for the amount requested. And then by refusing to consider alternatives such as capital injection for equity stakes, it was wrong headed, if not closed minded. William Poole who retired in August as President of the Federal Reserve Bank of St. Louis, says that " I am not aware that Treasury presented any evidence on auctions that have been successful when they are used for assets that are so heterogenous", referring to the reverse auctions that would take weeks to set up and would be terribly complicated to buy up troubled assets, as part of the plan presented to Congress in but 3 pages. Now the plan appears to be to let Fannie and Freddie, which were given $100 billion by the Treasury as authorized by Congress, to move ahead with the purchase of troubled mortgage securities, something for which Fannie and Freddie have the capabilities. In the end the crisis in confidence and near panic generated in the markets and the climate of fear may go way beyond the actual losses incurred from debt securities, and some of this may be the result of a clumsy and poorly thought out approach by Bernanke and Paulson. The cost of fixing the problem will be higher and the recession more prolonged because of this. It is a situation of capable people blinded by ideological reasons to see what is happening and in Bernanke's case not making enough of a case to Treasury about his reservations and his own thinking that capital injection was the right approach, as people familiar with the early planning say Bernanke argued that it would be easier and more efficient to inject capital directly into banks. ...

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Interview with Honda CEO Takeo Fukui. In June Honda will rollout a new hydrogenpowered fuel cell vehicle called the FCX Clarity. Its powered with electricity produced by combining hydrogen and oxygen in batterylike fuel cells. Honda will have this vehicle available for lease this summer in California and aims to deliver about 200 of these cars by 2010. Fukui's attitude is refreshing when compared to that of other automakers when answering a question by John Murphy of the WSJ about why try to build a hydrogen car when the stations to power the cars do not exist yet. He tells Murphy if you asked were there any gas stations when Henry Ford came up with the Model T, there weren't any, lets build the cars first and the infrastructure will follow. And Honda is working on the technology that will make it possible to charge hydrogen into fuel-cell vehicles at home . He sees it happening first in California and some other states, and in Japan and Europe. And he sees it taking about 10 years to get some sort of infrastructure in place. Considering the long term nature of the demand side with the gradual inclusion of billions of people in China and India as well as Brazil and Russia into the world economy as well as people in other developing countries this is a solution that takes patient and focused development of technology which Honda is setting out to do. He does not see a safety issue in use of hydrogen vehicles as he is confident Honda can develop the expertise to handle the safety issue for hydrogen. What is his thinking on green vehicles? What happened to the Insight the first hybrid car that Honda introduced? The Insight was never intended to be a mass seller, only to establish Honda's record as having the best record in fuel efficiency. What is Honda doing in this area. Honda does see a problem in this area. Toyota he says developed a green image largely on the back of one car the Prius. Honda will come up in 2009 with a dedicated hybrid vehicle to match the Prius. And Honda is setting the bar high for this Honda hybrid, saying that his feeling that this model will have to overwhelm and overtake the Prius. He goes on to say that this is key for us. Honda he says will take on the challenge and compete with Toyota with its products, its technology, and its racing spirit. This gasoline-electric hybrid will be introduced early next year in the USA, Japan, and Europe, and it will be the first of 4 hybrid models Honda will introduce by 2015. Regarding price the company says it will be "affordable". Honda's goal is to sell 500,000 hybrid vehicles a year. Toyota aims to sell 1 million hybrid vehicles early in the next decade and is working on developing its own hydrogen fuel-cell vehicle. Is Honda developing electric cars? Takeo Fukui thinks the practical feasibility of the electric vehicle is very limited. The two biggest issues in his view being driving distance and recharging time. The FCX Clarity can be recharged in one minute, compared to the several hours for an electric vehicle. In his view the electric vehicles will be uselful only for restricted applications like golf carts. Nissan and General Motors are planning to launch electric vehicles. What is Honda's environmental strategy? Honda being a smaller company has to focus its resources wisely with strategic choices. His focus is on the hybrid as the core product, and after that comes fuel cell and clean diesel as the core products to tackle fuel eficiency and CO2 issues. Takeo has spent more than a decade on Honda's racing teams. He drives a CR-V and enjoys driving up and down the mountains, does not race but does get on Honda's test track once or twice a year. And what has he learned from all the years in racing. When he was fully engaged in the motorcycle racing teams he says the pressure was very high and if they did not do well they got bashed by managers and the media. And actually the results were disappointing for years and the teams kept losing. For hime the series of difficulties and challenges was something that he feels everyone should experience because in some ways he acquired wisdom and creativity to get through these experiences. This is some thing Honda and Fukui will need as they try to develop their own hybrid to take the lead from Toyota and come up with industry leading technology in tackling fuel efficiency and CO2 issues. His own approach to management? Two things he always keeps in mind are take time to keep up good communication with associates at work, and testing Honda's own products with his own hands. What does he think about the auto industry in 2008, is it a turning point? He says it has becom clear in 2008 that a company has to have the technology to deal with carborn dioxide and fuel efficiency issues. And its clear that smaller vehicles are more attractive than larger vehicles. And its possible he says that we may go back from automobiles to motorcycles. In fact in India Honda is promoting motorcycles in a big way, while Tata is developing the Nano for mass market, so Takeo is talking about something that Honda sees happening in some places. ...

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S. Koreans do not like the Wal-Mart style large warehouse type of retail stores as a place to shop in. What they want is the Korean outdoor market comfortably tucked inside. A better comparison to Korea's own E-Mart owned by Shinsegae is Target stores in the U.S., where there is a a nicer spacious layout, lower shelves. Then you have to add the feeling of a Korean outdoor market with vendors in the form of girls with polo shirts showing the brands they represent calling out to customers, above the sound of butchers calling out prices of meat and fish. A senior executive at Shinsaegae's E-Mart says S. Koreans hate the warehouse format. As a result Wal-Mart and Carrefour had to withdraw from the Korean market. E-Mart's founder, Lee Myung Hee, is the daughter of the Samsung Group's founder Le Byung-chul. The company is now run by her son, Mr. Chung, who is combining professional mangement with ownership management to run E-Mart. The original E-Mart was a small operation acquired by the Samsung founder in 1963, and separated from Samsung under Ms. Lee in 1991. The first E-Mart opened in 1993. In 1999 Samsung took a 11% interest in Samsung-Tesco discount chain retail stores, a joint venture with Tesco Corp. of the UK. Shinsaegae expanded quickly after the 1998 Korean financial crisis, by acquiring land at attractive prices. With the failure of the Wal-Mart stores in S. Korea, Shinsaegae acquired the Wal-Mart operation for $872 million in 2008. ...

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Karen Elliott House, a former publisher of the Wall Street Journal, who won a Pulitzer prize for reporting on the Middle East, is now researching Saudi society. She now writes this scathing report from Saudi Arabia. She says that just as in Egypt, an old corrupt leadership continues in power for several decades, an old corrupt leadership in the form of 7000 princes in a vast royal family. King Abdullah is in his eighties and the ruling princes have an average age of 83, and have illnesses for which they are under medical treatment. They continue to lead a nation where 60% of the people are young people under the age of 18! Itself an astounding fact. Karen House points out that the internet and social media have also made the young very knowledgeable about the conditions in the country- where 40% of Saudis live in poverty and 70% cannot afford a home. Bad managemet by the princes has affected basic services including the sewage and drainage problems in Jeddah after the floods. It is astounding that far less wealthy Gulf sheikdoms are doing a better job of providing education, jobs and health care. Thirty years of visiting Saudi Arabia, and the last four years of intensive reporting, has persuaded Karen House that this situation is at an impasse that might end up resolving itself through some sort of upheaval. To Karen House this looks like the last days of the aging leadership under Brezhnev before the Soviet Union collapsed....

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Corner Office, is a new Sunday Business feature in the NYT. This interview with Greg Brenneman of the turnaround at Continental Airlines, was done by Adam Bryant. Corner Office will cover leadership and Management. This is a wide ranging interview with Brenneman sharing not only his philosophy on work and business, but also his philosophy of life. He describes his approach to a company based on asking what are the two or three most important things you do, levers that you pull, that will make a difference in this company. It should all fit in one page. If its not simple and easy to tell a colleague, then its not right or its too complicated with buzzwords. Another approach is ask what are the 2 or 3 things you don't do which are bleeding the the business. Can you put these things down on a mental page, just one page, just 2 or 3 things that stick out, you absolutely don't want to do. That helps you put down the plan of attack. Brenneman sees too many executives focussed on economic gains and not having a rounded life, a balance that helps them lead happy, productive lives. In his view the balanced person is better at work because he finds fulfillment from all aspects of life. What leaders consider important is a shadow that they cast on the whole organization, in Brenneman's view, making it very important that the leaders actions convey the right message that they care about people....

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It appears that P&G and Unilever have caught on to what may be one of the biggest developments in consumer products as the global economy incorporates hundreds of millions of small budget buyers in developing countries from Mexico to India. Just look at the figures here- these high frequency stores like the one in Leon, Mexico mentioned here, bring in per shopper 23 pesos or about $2, with annual sales of about $16 billion. As their incomes increase they could be buyers of the same brands they are accustomed to and move upscale in the years ahead. Another article talked abot Walmart's success in Mexico's urban areas. It appears that there are two trends one of the high frequency stores in the rural areas and the smaller villages and towns, and the other of large stores in the growing urban areas with buyers from the newly affluent urban classes. What is interesting is the close attention that is required to sell to high frequency stores and the sense of respect that needs to be shown for the economy, price and budget, buying habits to tailor products for their special needs. As for example: the one time use Head and Shoulders shampoo that costs 2 pesos, the feminine hygiene pad product with aloe that can be used longer with extra absorbent cotton, the Downy Single Rinse to conserve water usage. All the time the attention to a quality product that delivers and gains sales by word of mouth....

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Goldstein at the Energy Policy Research Foundation sees a moderation in demand for oil holding the increase to less than 1 million barrels a day. Goldstein sees improvements in crude oil supply, spare refining capacity,and product inventories which should help moderate prices. A lot depends on how the slowdown in the US affects Russia, India, China and Brazil. China's export based economy is likely to be affected and India and Russia to a lesser extent. Already the stock markets worldwide have come down in synchronized fashion in January 2007 leading to action by the Federal Reserve in the USA. There is likely to be a slowing down worldwide with Europe and India and Russia doing better than the USA. The USA may already be in recession. On the supply side the investments in Saudi Arabia and other places in OPEC and production increase in Russia should lead to supply increase of 2.5 million barrels a day according to analysts. At these supply and demand levels prices could range from $65 to $80, with a consensus of $80 under present conditions. There is a possibility of it going down to the $60 range if global economic conditions get worse and consequently demand decreases more. A price in the $60 range will still be needed to increase the incentives of exploration and production of new oil sources and to pay the higher costs of exploration and drilling for oil, especially in remote difficult locations like Russian Siberia and in deep sea offshore locations....

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Sheila Bair gets credit for anticipating the banking crisis and gets credit from people in the Bush Administration like Robert Steel Undersecretary at Treasury till recently for a comprehensive approach to the banking and credit and mortgage crisis. Steel says that the Bush administration first relied on a case by case approach and only later came around to Sheila Bair's comprehensive approach which also underpins the recent legislation passed by Congress to tackle the mortgage crisis. She has advocated better terms for borrowers as the best approach for lenders and borrowers and the banks and for the economy which has not been favored by the banking industry and lenders aseach group followed its own vested interest seeing only the immediate short run and failing to grasp the full extent of the crisis. Sheila Bair has taught public policy at the University of Massachusetts at Amherst and also worked for the Bush administration at Treasury and in other capacities till her appointment to lead the FDIC. She also oversees the IndyMac bank as the FDIC took over that failed bank recently. She has over 100 banks at risk on her watch list and sees more fialures of banks ahead and the worst of the credit crisis still ahead of us when she says in this interview that " we have not seen the trough of the credit cycle yet", and referring to the hard headed work with a lot of work and not enough staff of examiners that " its going to be a slog to work through this."...

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A couple of things have taken Obama ahead given he is a candidate who the electorate is not so familiar with and his relative lack of experience, and they relate to McCain as candidate and Obama as candidate. McCain comes across as impulsive and casual, Obama has more composure and steadiness and is thorough. In the selection of candidate Obama filled in for experience, and McCain's selection handicapped his experience argument. McCain campaign's higher taxes from Obama argument is also blunted by his poorly thought out plan to tax health insurance benefits, which neutralized his claims of higher taxes from Demmocrats. And Obama's grassroots organization and fundraising maakes it possible to run a stronger better campaign and his focus has been consistent and steady on the economy, all of which add up to another advantage. And all this is happening against the background of 8 years of Republicans and unpopularity of Bush. To that is added the sudden deterioration of the economy in September 2008 and a global financial crisis, in which McCain's impulsiveness in going to Washington which led to Republicans voting down the first bailout plan in the House was set against steadiness of Obama on these economic issues, with advice from an experienced man like Paul Volcker, former Fed chairman. The worst hit economically are midwest states where the auto industry is near collapse needing its own bailout, and this has led to an astonishing lead in some polls of 25 points for Obama, quite unheard of for a fresh candidate....

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Map shows new troop deployments for tens of thousands of new troops (20 to 30 thousand) to be sent to Afghanistan under the new strategy to salvage the situation there. All of these new troops will go into the countryside and especially in the opium growing region in the south and Helmand valley region. And also on the border with Pakistan. This will effectively double the number of American troops in Afghanistan. The boom in growing opium in the south has increased the funding of Taliban insurgents to hire new trrops and to get new weapons.

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Is this a sign of things to come, after all the Japanese economy has seen sagging consumption for years with a two tier economy with full time workers and parttime workers with no benefits. The parttime labor force increased from 4.13 to 4.79 million according to the Labor Department and its the highest since 1993. Now people are doing this not by choice but for economic reasons. And employers like Kroger are doing this so that they can hire more parttimers with no benefits and pay benefits to fewer employees. There are also computerized scheduling systems for parttimers that are becoming popular with retail stores that use a lot of partimers.

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Efficiency is a critical way to drive down energy consumption. This kind of discussion is long overdue. Compared to countries like Japan which have focussed intensely on energy conservation in industry and homes the US has neglected this area for a long time and remains a far heavier user of energy when measured by indicators. New York and Vermont are taking the lead in the drive to get industry on board the efficiency drive by keeping use constant. Are home users going to make rational efficiency decisions? Should government regulate rates and returns for utilities when this does not promote efficiency of use? These are some questions raised here. A bottom line set of figures- it takes 10 cents for coal per kilowatt hour and 20 cents with carbon taxes and it has gone up from 4 cents in the 1990's. Cost for efficiency remains at 4 cents, which means it costs 4 cents of energy saving mechanism per kilowatt hour to eliminate the need for that kilowatt hour. This is a significant fact that should soon be reflected in the dynamics of the energy conservation picture. ...

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How China is reviving memories of its struggles with Japan since 1900 and its efforts to modernize since 1950 under the leadership of the Communist Party led by Mao and Chou-en-Lai. Who were followed by 1990-2010 by a technocratic class of engineers and professionals, and now reverts back under XI Jinping -a son of one of the founders of the revolutionary armies that fought the Japanese- reverts back to its revolutionary ideologies that defined its emergence as a modern nation. Only American business interests fail to understand the China of president Xi Jinping because they like Tim Cook have not read or understood the modern history of China. In the book "Stilwell and the American Experience in China" by Tuchman, a lot of this can be experienced first hand as we see West point colonel Joe Stilwell experience China first hand since 1920's through the phase of nationalist sentiments, outright Japanese invasion, and the setbacks as North China and the Yangste Valley fall to Japan's Kwantung Army elements who run the government by 1939. Then comes the Second World War, Marshall is appointed chief of the Army by FDR in 1939 and he makes Stilwell brigadier general and responsible for China for the next 8 years. This is a China Stilwell loved and understood from daily contacts with the ordinary people of China that are on every page of this book. Jinping's father grew up in this way leading the revolutionary armies that fought the Japanese, and some of this passed on to his son even though he suffered from the Great Proleterian Cultural Revolution of the 1960's, but understood the significance of what his parent's generation had accomplished in creating modern China free of centuries of unimaginable poverty, indifference of the ruling classes, and oppression made worse by foreign powers. ...

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 Donald trumps economic plan would worsen the country's economy through extravagant borrowing and lower economic growth in the long run. Because it lowers taxes by 15 percent without any paired cuts Trump's plan would worsen the deficit, so that large debt would hurt the economy in the long run. Clinton's plan would increase taxes by 4  percent largely on high incomes so as not to hurt consumer spending, with paired spending to help lower income households. Because Trump's tax cuts benefits go disproportionately to higher incomes the benefits in terms of consumer spending are slight or insignificant. In the current state of weak income gains of the last ten years it would take some time for the middle and working class to recover. Clinton's plan carefully nudges that recovery forward without aggravating the debt, so that as incomes and net worth recovers across broad parts of the population, the U.S. is poised to go forward with strong growth as in the postwar years. Trump's plan frontloads tax benefits to higher incomes at the expense of worsening debt and enlarging future debt. In the process it worsens income disparities already aggravated by the 2008 financial crisis. Reducing the chances of a broad based recovery for all parts of the population, necessary for a strong recovery.                       ...

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Peter Orszag's role in the healthcare debate and the formulation of health care policy proposals. One proposal of Orszag, who heads the Congressional Budget Office, is to set up a new agency with powers to cut spending and implement changes in Medicare. Says Orszag, "one of the reasons we have such disjointed and skewed incentives is that we have an excessively political process." At a recent meeting with House Democrats, one Congresswoman said her top priority is winning higher payments for oxygen suppliers, and Orszag was taken aback. For years officials have been trying to cut payments to oxygen and medical equipment suppliers, which are said to be inflated. When a new competitive bidding process was set to take effect last year, industry supporters in Congress were able to delay the plan, and these supporters are still fighting to block changes says the WSJ. Here is a 40 year old Orszag, with degrees from Princeton and London School of Economics, who got his early experience in the Clinton adminstration at age 24. He then followed this with a number of policy oriented jobs, ending with appointment to head CBO in 2007. And he faces the whole system of Congressmen from both parties beholden to interests in the healthcare industry, who provide the donations for them to finance their election campaigns. Dan Eggen describes this in the Washington Post, 7/21/2009. Max Baucus of Montana, and to some extent Grassley of Iowa, are senators from both parties who Eggen points out are beholden to the healthcare industry because of large donations they receive from the interests in the healthcare industry. These interests want to see their payments system protected. The further escalation in health care costs, which would make the whole healthcare system unaffordable even as it delivers poor results, can only be prevented by making cost control an exercize that is not influenced by healthcare industry donations. Jackie Calmes describes the huge hurdles in achieving a deficit neutral move to universal health care in the U.S. in the NYT 6/26/2009. See the link. The exchange between Grassley and Orszag on the issue of the $177 billion in savings needed from the payments to health insurers under the Medicare managed care plans- which allow seniors to obtain Medicare coverage outside the government run program -went as follows. These are dubbed overpayments by outside experts and efforts have been made to cut them in Congress. When Mr Grassley raised concerns about the impact of such cuts in a hearing, -and Grassley has opposed the cut for this overpayment to insurers- Orszag responded saying: "I very firmly believe that capitalism is not founded on excessively high subsidies to private firms. This is what this system delivers right now." ...

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The S&P 500 was down 41.9% in 1931 and 38.6% in 1937. In 1974 it was down 29.7%. What was it down by in 2008. In 2008 the S&P 500 was down 45.5%. This matched what happened in the Great Depression and we are not through 2008 yet as one can see from what is happening to the share price of Citigroup, other banks and the Detroit automakers. It a hell of a year and the errors during the Great Depression were different but there are errors in policy and in managing the crisis in this one also. For example the announcement by the Treasury Secretary Paulson that none of the money in the bailout will go towards buying mortgage securites may have led to renewed doubts about Citigroup's portfolio of toxic assets. The failure of the banks and other companies to get the uptick rule reinstated also ends up causing a run on the stocks of faltering companies exaggerating the impact of any doubts and creating a need for government help. Whern the history of this is rewritten the management of this crisis and the policy making will also be faulted in amanner that the Great Deprtession policies were faulted but for different reasons. The failure to address foreclosures early in 2008 as Martin Feldstein repeatedly urged in the WSJ since the early months of 2008 and continues to do so, and as other policymakers like Sheila Bair at FDIC have urged repeatedly, will be one of these major errors. Any failure to address the automakers cash funds crisis for operating expenses both with money and with the proper conditions could also go out of control and cause a major unemployment crisis in the midwest that could spread to the rest of the country. The NYT editorial took note of this on November 22, 2008, asking for funds however distasteful the behaviour of the automakers management may be. See this link. And public opinion could get the managemnt to resign or this could be a condition for signing onto the bridge loan from the government. In this particular issueof automakers Detroit automaker's management's serious errors will be written about years from now which combined with any indecision or slippage on the part of awmakers could lead to the economy and unemployment spiralling out of control, because so much is happening at the same time. It comes at atime when the storm is shifting to the consumer side to credit card and other consumer loans even as it is continuing to take its toll on the housing sector in the USA and on exports and the auto industry and other sectors around the world. ...

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Banks have only taken about $1.1 trillion of expected $2.2 trillion losses, so more losses should be expected, says the Economist. Keefe, Bruyette and Woods, says Wells Fargo may need another $25 billion infusion of capital from the government. Few banks hold their commercial property portfolios close to 50-6-cents on the dollar valuation that Goldman does. Chris Whalen of Institutional Risk Analytics says this first quarter reprieve may turn out to be a"head fake."

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British fashion designer Anya Hindmarch tells NYT reporter Aimee Farrell how to de-clutter one's life- how to organize everything from the closet to the mailbox so that it becomes easy to live. She says about cleaning up her email box every day- a clean box is a clean head. Amazon delivery for example goes into its own folder, and one can pull up the folders when needed. She separates the clothes she uses frequently from clothes she will use in 6 months, and puts away stuff she may never use in years. Separating whats important from the less important is basic to her method.  She says her best ideas come from a clean table. A scrambled bunch of post-it notes are out.  Methods she uses are digitizing photos into a small key chip, labeling everything, having pre-packaged kits she can take when needed in a hurry as for a trip. She uses a page to put down a list of what needs to be done, and a separate list if some things need to be done urgently in a few hours, putting things in a category such as calls to make, location specific such as things to do at the desk or outside. At the end of the day she also sits down to write in a diary note to reflect on what she has done during the day. ...

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Over the last ten years average growth in real per capita income has averaged 1.6%, with declines only in two years of the last twenty years, 2008 with the global financial crisis, and in 1991 a year before President George H.W. Bush lost the election to Clinton. A forecast by Mark Zandl of Moody's Economy.com shows real disposable income per capita is expected to increase by 0.4% by the end of the third quarter of 2010 from a year earlier. This will show up in consumer spending and will weaken the recovery. It is also likely to be reflected in elections in the latter part of 2010.

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Philip Alston, UN expert on extreme poverty and professor at New York University School of Law, says most of the progress on poverty that the UN agencies  and elites talk about is based on one country China. In the rest of the world, in Latin America, in Africa, and in other countries in Asia the situation is not any better than it was in 1990. About half of the world's population 3.4 billion people live on less than $5.50 a day, and this is not much changed since 1990. The improvements in China could also mean that the situation has worsened in other parts of the world. The pandemic has taken the lid off the situation in Latin America with Mexico, Brazil, Colombia and other places there showing extreme weakness.  Alston studied this as UN's representative for looking at extreme poverty 2014-2020. He is clear in describing what happened. The World Bank he says set $1.90 a day for poverty line, artificially low and what will not pay for housing or food even. He calls it "scandalously unambitious as a benchmark" what would pay for "a mere miserable subsistence." By using this he says a devastating effect is being allowed to happen as more of the investment is drawn into a pro-growth narrative which pushes allocation of capital in the direction where it profits short term speculative capital and profits rather than the long term investments in health, education and public services that are vital for any country. The improvements in China have also come at the expense of communities in Europe and the U.S. as industries were being shifted with their jobs overseas since 1990, first imperceptibly and then in waves after 2000, which leaves millions exposed to poverty and social decay for the first time in history in the advanced countries. It is an unhealthy and destabilizing situation. Alston's other points are that the so called progress narrative has been used to drown out the appalling effects of policies that misallocate capital away from the vast numbers of people. And in doing this he says it has entirely upended or turned upside down the social contract with the people. From Carl Sandburg's "The People Yes" in the 1950's after the tragedies of war we have come to "The People No." Nothing could be more reprehensible than capital being allocated for dog walking apps and other speculative investments by investment funds pooling hundreds of billions of dollars when basic sanitation services, health care investments are neglected in countries like Brazil, and smaller towns and communities are being systematically uprooted for jobs and social services over three decades in advanced countries in parts of Europe and the U.S.   ...

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With Whitacre in charge at GM there is a change of style and substance that just flows from who the man is. He is a no-nonsense guy, who once told a colleague from his days at Southwestern Bell, that God gave us two eyes and one mouth for the right reason so we should use it in that proportion. He is quite matter of fact about approaching the probems at GM right from the beginning. From those early meetings at the Westin airport hotel in Detroit, where he would tell GM executives and Henderson that if things did not happen the way they should and quickly he would find the right people. After there was a lot of soul searching about Henderson's decision to sell Opel- and three directors with private equity background decided it was bad for GM, that GM needed Opel for its compact and midsize car engineering and sales volume- Henderson was replaced as CEO. The decision was reversed. Within 3 months of Henderson's departure four other executives were let go, 20 more were reassigned and seven outsiders were brought in to fill top jobs. Lutz was marginalized. Reuss in his forties was placed in charge of N. America. The metrics were simplified from Wagoner's days to six: market share, revenue, operating profit, cash flow, quality, and customer satisfaction. His approach to get managers who make decisions fast and correct mistakes speedily. Vice chairman and CFO, Christopher Liddell, is from Microsoft and joined in January. Liddell points out that 12 of the 13 person GM executive committee are either new to the auto industry or outsiders. And the seniormost Whitacre and Liddell, are new to the auto industry and outsiders, so Whitacre can point out that GM has run the business in a more complicated way than it needs to be. The big changes are cultural. And making these changes for a company the size of GM and with the trauma that happened at GM with the speedy decline, required someone with the experience Whitacre gained in tackling the problems he faced at Southwesten Bell and the new AT&T, with its changing culture. The tough down-to-earth nature of the guy, with no affectations or layers to his personality whatsoever, proved an asset at the new AT&T and now at GM. Other decisions he has made at GM, are some strategic ones like bringing down incentives to sell cars, the latest being letting market share drop in March in the face of Toyota's heavy use of incentives to recover from the recall crisis, but sticking to reducing the incentive dollars by $1200 to $3500 per car. This made it possible to achieve sales goals. And some tactical but of great significance, from a common sense approach to GM advertising with his remark "I'm sick of Howie Long." Pitchman Long was a football player, and what Whitacre insisted on was showing off GM's best models and features to blow the competition, like the "May the Best Car Win," campaign. That many of GM's ads didn't focus on the cars and didn't make any sense, like little Cadillacs flying out of a birdhouse, makes this truly incredible to an outsider. Other things Whitacre brings are a change in his expectations, and his overall demeanor. This impatience may be a good thing for GM especially with the capital investment in new models, plant investment and better decisionmaking, and commonsense approach, to back it up. In the car industry it can't hurt for the top guy to look at the car clay models and ask why they can't be brought to market in 12 months. It gets people thinking differently. Asking a Cadillac dealer he knows in San Antonio why they should'nt be selling twice as many Cadillacs if the marketing was better. It helps when the top guy can visit a plant and have "diagonal slice meetigs" with plant staff, workers and UAW people, to talk about things in sweat shirt and jeans with no airs about yourself whatsoever, and to follow this up with a repeat meeting some months later and announce a $136 million investment, as he did with the Fairfax plant in Kansas....