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A study by professors Kane and Reardon from Harvard and Stanford show kids have fallen behind and not recovered by mid 2023 from the effects of school closures and pandemic illness in families. On average kids have fallen behind by half a year in math and a third of a year in reading by mid 2022 for 7800 communities in 41 states in the US that are in the study. Disturbing is that in the poorest 10% of districts children have fallen behind by one and a half years from the national average average for the year in school making existing inequalities worse. Another finding learning loss was similar within communities for both lower income and higher income students.  Some of the hardest hit communities- Richmond, Virginia, St Louis, Missouri, New Haven Connecticut where students fell behind by one and half years in math. At 150% of teaching effort it would take 3 years to make up for the loss. The $190 billion in pandemic money from president Biden's programs to add tutors and school staff  has helped recover 25% of the loss. They suggest using other help including summer camps, an optional fifth year of high school, summer learning, museums, and online learning. "If we fail to replace what our children lost-we not the coronavirus will be responsible for the most inequitable and longest lasting legacy of the pandemic" say Kane and Reardon. ...

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For the second time in two decades U.S. carmakers embrace SUV's with growing demand, moving away from passenger cars. The last time this happened in the decade before the financial crisis of 2008, automakers in the U.S. took a big hit when SUV sales collapsed, with GM and Chrysler heading into bankruptcy, and Ford in dire straits. This time increases in fuel economy and a more favorable economy are leading to higher demand for SUV's. In 2017 sedans, coupes and other passenger cars made up 37% of U.S. sales compared to 51% in 2012.  The Trump administration's move to lower fuel economies in a way poses new risks for U.S. automakers, as it is the very strong push for higher fuel economy and rapid improvements in the technologies that make this possible that have made the newer SUV's such as the Ford SUV line more attractive to buyers.  Historically the U.S. automakers have slipped badly on this issue and not managed it well as economic swings have completely reversed automakers profits. This mistake will be repeated without the automakers own push to drive demand in directions that cushion it from reversals in the economy with a broad based product line supported by new technologies. A look at Japanese car strategy shows a commitment to this concept of maintaining a borader based product line with new technology advances in each segment. Something where the U.S. automakers have found themselves asleep at the wheel. ...

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India's Ministry of Finance predicts GDP growth of between 7 and 7.5% for 2018-2019, after faltering GDP growth in 2017-2018 following action on demonetization and introduction of a national Goods and Service Tax. The IMF predicts growth of 7.4% for India in 2018 compared to 6.8% in China in 2018, with growth of 7.8% predicted for India in 2019.  Chief Economic Advisor Arvind Subramanian says there are "robust and broad based signs of revival," though risks remain in rising oil prices and inflation. The level is below what it could be, yet robust considering the policy actions taken by the government for the long term such as the nationwide GST implementation, which was taken up by previous administrations of both parties in government but never implemented till 2017. In addition the government faces the tasks of recapitalization of banks, the issues of job creation as manufacturing in India in the global context is only beginning to take shape, and agrarian distress.  The new Budget takes up the issues facing rural areas of the country by compensating farmers to the extent of 150% of agricultural cost and introducing the largest health care security scheme in the world for poor families. This comes a year before new national elections. The Modi administrations's focus appears to be for taking steps that will generate growth over the long term and learning from errors, yet being bold enough to take the necessary action based on experience.   ...

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There is a ton of cheese lying in storage -1.4 billion pounds - as Americans shift to foreign varieties and exports to China and Mexico are hurt by the tariffs war.  Americans are becoming more adventurous in their cheese eating habits. Many say they cannot stand eating processed cheese anymore. Processed cheese consumption is going down just as foreign cheese varieties are picking up strongly. Mozzarella cheese is up and cheddar cheeses is down with mozzarella popular in pizzas.   Cheese producers such as Sargento in Wisconsin are shifting to Gouda, a Dutch variety and other European cheeses as they adjust to the changing habits of Americans tired of processed stuff including processed cheeses.  Cheesemakers from Ireland and Quebec and local makers in Wisconsin were ramping up their production of cheese when the trade tariffs with China and Mexico hit dairy products. Cheese exports to China are down 63%. The result is that 1.4 billion pounds of cheese are now in storage in cold storage warehouses. Americans still eat a record 37 pounds of cheese every year, but processed cheese per capita is now half of what it was in 2006. Netherlands based Gouda producer Campina is expanding in the U.S. to meet the demand for gouda and other varieties.  Dairy farmers that supply cheese makers are hurt. Milk prices are down around 40% from a 2014 peak. 600 dairy farms closed in Wisconsin in 2018 alone. ...

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First signs that OPEC may relent on production increases, as price of oil takes a new turn and becomes driven by forces that are beyond what OPEC may either foresee or be able to control. OPEC's different oil countries' senior officials are probably studying these new signals. Shukri Ghanem of Libya, a former prime minister and former head of Libya's national oil company, comments on new developments and shows willingness to increase production, to support a meeting before September and to look at the option of increasing production is his comment to Bloomberg News, May 8, 2008. Shukri was trained at the Fletcher School, Tufts Unversity, with a Masters degree in International Economics, and may have a better understanding of what is happening in international oil markets than senior officials of other OPEC countries. The signals that OPEC as well as the rest of the business community are watching are first the estimate by analysts at Goldman Sachs, Deutsche Bank and CERA's Yergin that prices are headed in the direction of another spike to $150 to $200 per barrel before coming down sharply. Ghanem and others at OPEC may find that it is not in their interest to actually lose all control of prices if this happens, that is lose the market stability that enables a cartel to do well. Price spike would generate huge spike in revenues for a short period 6-12 months before setting up for a big fall as a result of setting in motion a whole set of new forces in the use of oil. Some of this are much higher and aggressive automobile fuel efficiency targets for Europe, the US and also in places like India and China, conservation in a big way, fuel efficiency in other uses such as generating electricity and other industrial uses in plants and so on, almost like the race to the moon, with new urgency. The spike in revenues followed by a drop may actually hurt OPEC long term revenues over next 5 years as the moderation in growth in developing countries like China and India is quite likely as the US slows down and this would only accelerate the pace of this moderation. With focus on efficiency in the use of oil worldwide, accelerated new production in non-opec oil fields, and moderated growth worldwide, enough savings could be generated in 24-36 months to bring oil prices down from the demand side and reduce speculative investments. The second signal was a WSJ survey of 53 respondents n this case economists, and 51% of the economists surveyed said that the oil price rise's key reason was on the demand side from developing countries. And speculation was a smaller factor attributed to by 11% of the economists. So the combination of these 2 factors added up to 62%. Foreign exchange was cited by 15% of the economists, adding all three factors would attribute 77% of the rise in oil prices to demand from developing countries, speculation based on rising demand, and the weakness of the dollar. If demand the key element in this drops as a result of an even bigger spike in oil prices to $150-$200, with demand moderating in developing contries, and the dollar strengthens in 12-18 months, then the spike would be temporary, leading to significant correction afterwards. This sharp correction would then become entrenched as the world would look at oil in a new way entirely different from the way it did in the years 1945-2007. ...

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Chinese leaders including Xi Jinping have frowned on the accumulation of wealth and the IPO pay day, says this report in the WSJ. The largely unregulated company Alibaba in its role as a financial business, its complex ownership structure, and practices, have met with skepticism from China's financial regulators. They see the financial operations of Alibaba and its businesses as operating with little financial oversight and the state having to assume risks if something failed. The company's business model of payments app Alipay, mutual fund, voluminous data collection, operations as small loan provider to half a billion people, are seen by Chinese leaders and president Xi as posing unknown and unclear risks when not properly regulated. Commercial banks are subject to  tough regulations and capital requirements that Alibaba has avoided. State owned banks supply Alibaba with majority of the funding and take on most of the risk even though Alibaba makes profit from the transactions, is the perception of regulators. China's export model and manufacturing have enable it to create the banking capital on which such internet business models have thrived. In a world where supply chains are being redone, and following the pandemic, there are questions about how businesses that were created in the period before the pandemic should operate in a different environment. ...

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Pandit describes the Citigroup rescue in 2008 at a Wharton School convocation.

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Bernard Lewis's "The Arabs in History," is a short book which confirms Zakaria's point about the openness of Islamic societies before the 19th century, with some exceptions in certain periods. Most books or a quick look at Wikipedia shows us that the Renaissance in Europe in the 15th century got its boost from books by ancient Greek authors that were available in Arab societies long after they were forgotten in Europe. His point about Indonesia and India is also true to a large extent except for periods such as the one under Aurangzeb (17th c.). Muslim societies in British India (todays Pakistan and Bangladesh) experienced less social and educational reforms under the British than Hindu societies for various reasons leading to larger backwardness, illiteracy which breed extremist ideas. This is likely to change throughout North African Arab societies and South Asia in the next 50 years, especially with the modernization drive underway in India, which is likely to spread to other parts of the region. Islam as a missionary religion with force of arms spread in the 7th-9th century rapidly over Arab North Africa and parts of west Asia, and later to South Asia. Once established there were long periods of openness to ideas and books, and different cultures ( with the exception of preferences for Muslims), and a stress on commerce which inherently reduces religious vehemence, as the example of Britain shows. For this reason the current conditions in Islamic societies is more atypical than typical. A factor that has worsened it is that 19th c.-20th c. Islamic societies have put less emphasis on commerce and industry than historically seen in prosperous Islamic societies, on which more research is needed to understand why. Another factor is the impact of the interface with technologically and scientifically progressing Europe and America not becoming a learning experience for acquisition of this science and technology and making it one's own, a pattern seen in Buddhist societies of Japan in 19th c., South Korea in 20thc.,and China 21st c. Because Buddhism sprang from Hinduism or a response to Hindu ideas in India, India could be put alongside China for the 21st c. rapid assimilation of western science and technology making it one's own. When there is a violent collison between Japan and U.S. Admiral Dewey's ships, or China and British advances around 1900, the initial reaction of rejection is reversed with adoption of western technology and practices making it one's own. Similiar response in India. Islamic societies have had an extended period of rejection for reasons not fully understood even today. This is likely to generate the kind of internal debate about how to revert back to the usual mode of adoption in Islamic civilization, with the potential catalyst in India and other locations in the Middle East. The most respected German of the 19th century is Alexander Von Humboldt, a naturalist who advanced scientific knowledge, and a mentor to Charles Darwin in England, author of "Origin of the Species." Humboldt says- "There are no inferior races, we are all humans, and we are all destined to reach for and grasp liberty." That Humboldt spent most of his best years in Paris, France, which he compared to the provincialism in his native Berlin, goes to show how Humboldt, Darwin and Humboldt's friend Aime Bonpland of France, maintained close cooperation and friendship and anticipated the close cooperation in Europe since the second half of the 20th c., long before European politicians and governments grasped this. Commerce, science, travel, media and free exchange of ideas, are as favorable to progress as politics and ideology is inimical to it....

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Alan Mulally focussed attention on Ford brands such as the Taurus, and the Fusion, to improve quality and fuel efficiency. To do this he sold brands acquired earlier- Land Rover to Tata Motors and Volvo to Geely. Under his management Ford pushed ahead with globalized product development and building a presence in the small car market. Ford still has weakness in the European and Asian markets. In Europe a large number of manufacturers are competing for a slow growing market and price competition has cut into profits. In Asia, Ford was slow to enter the Chinese market. As a result its sales in China lag far behind VW and GM, with only 2.7% market share. Mullaly is investing $1.5 billion on new factories in China, including two assembly plants and an engine plant. One of the plants in the southern city of Chongquing will produce an SUV and a luxury car. Mulally wants to see 70% of Ford's growth in this decade from Asia. The other problem facing Mulally is reviving the Lincoln brand which has seen a sales decline of 63% since 1990. Ford has hired a designer who worked on the Cadillac to redo the Lincoln's design. Mulally plans to cut the 900 Lincoln dealers to 600, to reduce the price competition for smaller sales volume. He is asking the remaining dealers to invest $2 million for new showrooms that will compete with Lexus in their look and feel. Asessing what has been achieved at Ford so far one sees the progress in pushing up quality. Ford now ranks above Toyota in J.D. Power quality surveys with its cars getting higher resale prices than some Toyota models. Ford cars are also being well received by new car buyers with market share up for the second consecutive year. This would have been unthinkable only a few years ago. Also significant is how Ford under Mulally's direction managed to make good use of the $23 billion loan secured in 2006, avoiding bankruptcy and turning the corner to profitable operations. Ford earned $6.6 billion in 2010, after losing $30 billion from 2006 to 2008. Ford's challenges going forward are how to sustain profitable growth, manage $19.1 billion in debt and a junk-bond credit rating, and maintain the momentum without reverting to a dependence solely on SUV's and larger vehicles for profits. Chairman Bill Ford is forthright about Ford's history of wasting opportunities during the good times- of "losing the plot in the good times." Mulally makes the same assessment at a November town hall meeting of 200 employees - Ford is good at crisis managment he says but then "forgets why we're here." For Mulally a bit of inspiration from Heny Ford himself counts, this being a poster from 1925 that hangs on the office walls, a Saturday Evening Post cover with the slogan: "Opening the highways to all mankind." Mullaly says looking at this makes him cry....

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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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Joe Nocera says, that its like the Wizard of Oz story, and the curtain being pulled back to reveal that it was the end of quarter games that enabled GE to make earnings estimates, quarter after quarter, for years. Last April is when the curtain gets pulled back because with the Bear Stearns collapse and the crisis in financial markets, these games could not be played anymore. The fact is that after all the talk about how great GE's infrastructure business and other businesses were, GE was making somewhere near half its profit from its financial businesses under GE Capital. And during this period very little was disclosed by GE about the complicated financial machinery of its GE Capital unit and how it generated its profit, everything had to be taken on faith. This does not work anymore, after all the excesses, leverage and errors that have taken place in the financial markets. After repeated denials that it needed to raise new equity, GE raised $15 billion in new equity in late September 2008, including $3 billion from Warren Buffett. Then there was the two thirds dividend cut in early March 2009, after repeated denials, so that GE could conserve cash. Investors want to know more. Is GE Capital marking to market its assets that have fallen in value, now that its clear that these assets are likely to decline further, and stay that way for a very long time. Two analysts at Sterne Agee questioned GE Capital's accounting. Two days after GE cut its dividend, on March 3, 2009, Nicholas Heymann issued a report saying that GE Capital " is now confronting the prospect that a downward trend in fundamental performance, fueled by weakening end markets and magnified by several liquidity constraints, could potentially lead to an extended period of steadily lowered earnings, depleted loss provisions, lower credit ratings, rising borrowing costs." A day later GE stock hit $6. And credit default swaps suggested investors were worried about a default. As investors look for more transparency from GE, its going to clarify whether embedded losses are at $4 billion as GE claims or at $21 to $54 billion as Heymann is saying. GE's CFO Mr. Sherin appeared on CNBC with defense of the company's position, saying the company had $45 billion in cash, and there were no triggers that would have call on the company's cash in the short term. He said GE is trying to rebuild its credibility, and also trying to be clear, open and honest. Sherin promised to do this at a meeting on the week of March 16, 2009, where he would give details on the parts of the portfolio causing the most distress, $20 billion of subprime mortgages in the UK, the loan portfolio in Eastern Europe, and the commercial real estate holdings. And he told Joe Nocera of NYT, that GE had nothing to hide. But no one including Nocera is giving GE the benefit of the doubt, and no one today is taking anything on faith....

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This mortgage crisis could last a long time. House prices now down 10% could fall 30%. Losses on these mortgages could total $400 billion or 3% of total economic output. Similar to the losses in the savings and loan crisis of the eighties. The complexity of the crisis cuts two ways in one respect it prolongs the crisis because it makes it very hard to figure out what is inside which kind of package of securtieis and who holds them. Mortgages are dispersed among banks and 11,000 investment pools each with hundreds or thousands of investors. And many of these pools have been further repackaged into specialized funds known as structured investment vehicles and collaterized debt obligations that were created for these mortgages. It requires huge computing power and lots of people to figure out what is inside each package of securties. And the other effect is that because of this opaqueness or lack of transparency no one in the banking system knows who has large exposure and may run into difficulties like a Northern Rock bank in Britain or a Citigroup or UBS so that banks are not keen on lending to each other and raises the bank lending rate to each other. Banks also want to increase their reserve as a cushion against hidden losses and so are afraid to lend and lend at higher rates and after asking for stringent terms from lenders. This will create a prolonged period of credit tightnesss which would affect business expansion in a serious way. On the other hand as said earlier it cuts 2 ways and the positive side to this is that the losses tend to be overestimated in a crisis with lack of transparency or high degree of opaquenesss as Seidman who was a key person in settling the Savings and Loan Crisis told the National Press Club this month. Another negative efect in terms of credit availability for business is that there is less demand for securities in this kind of environment and business cannot get that much money from the capital markets. Cerberus found this out quickly when it found few buyers for the securities it hoped to sell to fund a portion of its buyout of Chrysler. One thing that will help the US as this crisis plays out is the better picture for exports with a falling dollar.The larger companies with international operations will have more business overseas and will export more to other countries especially to the high growth countries like China, India, Russia and Brazil as well as other countries in South America, Asia and Europe. Infrastructure spending will be huge in these countries and companies like General Electric, Caterpillar and others will benefit and companies like GM will expand more overseas. This should help the dollar and the current account deficit in a few years. It would also cushion the blow from this crisis. Overall this crisis could play out for longer than 3 years if consumer spending deteriorates significantly in 2008-2009. ...

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A good account of the history and weaknesses of the Amtrak based system of rail service in the USA. Questions abound about the queer situation where you find rail popular in Europe and so not prevalent and scarce in the USA. How efficient is Amtrak's rail service in conserving energy? Amtrak uses electricity made from coal, it uses 17% less fuel than a passenger car and 32% less than a airline airplane according to the Oak Ridge National Laboratory. Is this based on new fuel efficient locomotives? No the locomotives are old and Amtrak equipment is aging, so much more fuel efficiency gains could probably be made with new technology and investment. Rail service is coming out of a 40 year period of neglect, and Amtrak itself was probably created to put in one place and hold together a dwindling service, as the passenger services of freight railroads were consolidated to create Amtrak in 1970 by the federal government after the interstate highway system built during the postwar Eishenhower years led to a boom in car travel and the spread of housing to spread out suburbs. At the time private operation was not a consideration as Amtrak itself was a rescue operation to preserve some semblence of rail service before it died out. Now with fresh incentive to do mass transit the whole question being posed is whether private operators should be brought in and would do a better job than Amtrak. Today Amtrak has in all 632 usable rail cars an astonishingly small number, its Amfleet cars are 30 years old, and the Acela trains are 8 years old. In all it carried 25 million passengers last year and in 2008 probably will get to 27 million. Many of these are on long haul routes and where passengers can get to small towns where there is no plane service. Its labor contracts require it to keep these routes. So its a peculiar Amtrak that exists today as a result of historical events and shift to road travel, and it may not be the best vehicle to move the USA towards greater use of mass transit to conserve energy, as its slow to change and takes years to introduce new technology and is not spread out evenly over short and long haul routes. The customer service suffered all these years with no competiton and competition may be healthy for better technology, better service and service on new routes. The UK rail service from London to different parts of the country has been privatised for instance. Better technology and fast service are essential to attract new customers and this is an area in which Europe has made significant progress. At this point even with federal money Amtrak would take years to get new technology from the current manner of writing specification for bids, picking a vendor and waiting for delivery especially as vendors have dwindled because of the lack of demand in prior years....