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In June 2012 India's Food Minister K.V. Thomas agreed that 13% of India's 50.2 millon of wheat grains from a record crop were under makeshift shelters which could be damaged by the monsoon rains. Another complicating factor is that a law from the 1980's intended to protect workers in the jute industry requires all packaging of foodgrains for storage to use jute bags. Since 1990 jute products have increased by about 30% compared to an increase of 82% for the wheat crop, as a result there is a severe shortage of jute bags to store foodgrains in states like Madhya Pradesh.

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The system of using performance evaluations for "forced" or "stack" ranking of employees started with Jack Welch at General Electric. Microsoft adopted the system under Ballmer till 2013, when it decided that the need for teamwork was more important and discontinued the practice. Welch used it to get rid of "underperformers" or managers who did not conform to his requirements when he became CEO of General Electric. It was his personal style and way of bringing change to GE. The practice of "forced" ranking increases competition inside the company instead of teamwork, say managers, and leaves a lot to the caprice of individual managers. In December 2013 Ballmer facing criticism from his Board for missing some of the disruptive technologies in the information tech business and falling behind Apple and Google, sought the advice of Alan Mulally of Ford Motor Company. Mulally had to fight entrenched Japanese competitors and pull Ford out of a crisis in which even Ford's logo had been put up as collateral for loans. Meeting for 4 hours on Mercer Island in Seattle Mulally told Ballmer that he focussed on teamwork and simplifying the way Ford did things. Ballmer phased out the "forced" ranking system as one of the last major steps before he leaves Microsoft. In today's environment for tech companies of intense competition worldwide and disruptive technologies without teamwork and employees looking to come up with new and exciting products the future is surely lost. Having the "bottom" 50% of the employees compete for limited positions can be dangerous or suicidal without the dominant position in markets that GE and Microsoft had. It also makes no sense to substitute internal competition and capricious manager behaviours for teamwork. It is the responsibility of managers to do as much as possible to make good hiring decisions, and then motivate and help employees to achieve their best performance with frequent helpful feedback, and to promote teamwork. This is the lesson Ford learned through its crisis and Microsoft is now learning....

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The interest rate Ford is paying bondholders is half of what it paid last year. This is especially significant considering Ford's high level of debt and debt payments. Ford lost its investment grade rating in May 2005.

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Prime minister Modi's address in Hindi to the nation on May 12 on "Atman Nirbhar Bharat" (self reliant India) as India looks ahead to a situation beyond the coronavirus. What would the economy look like as India moves forward? He says the emphasis will be on planning for the need for land, labor, liquidity, and laws to develop the Indian economy. A bold package of economic action for an investment of 20 lakh crore rupees or $280 billion was announced with details to be provided later. The basic philosophy of the next move forward was what the prime minister concentrated his speech on. Modi says there are 5 pillars for the Atman Nirbhar Bharat, or Self Reliant India. The first action not to go for incremental change- go instead for a quantum leap, be bold. This applies to both technology and investment and creating an environment where results can be achieved. Second action to make the kind of infrastructure that would set a new standard in the world. Third a "sabhi ke sapno ke aadhar," taking everyone along, be technology driven. Third action celebrate and build on India's vibrant demography, once seen as a weakness this will be turned into a strength. Fifth action be Demand driven - "demand or supply chain puri samtha ke saman karne ki jaruat che." The demand and supply chain  should be taken good care of. That also means be local and local manufacturing. Be vocal for local is the new message said Modi, because this is what worked and is saving us in the pandemic. As external supply chains failed countries in Europe and North America, it is the local supply chain for medicine, health care equipment, and food supplies, local technology for citizen id and bank accounts for direct deposit, agricultural supplies, strong and large national postal and rail networks and millions of employees spanning the country in all directions, that have proved of amazing value in this crisis. "Is local ne bhi bachaya, ham sabki jinnadari hai," - the local saved us and is everyone's responsibility.   ...

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Matt Vela responded to Shailen's comments on this article on the BW site. Comments were on NYTimes columnist Tom Friedman's remarks, about the dangers of overdependence on Mideast oil vs. GM and Ford's efforts to simply move cars off the lot. A quick reading of reader comments about 5-6 (all comments) shows a huge perception and marketing gap for Ford and GM if this is even anywhere near a representative sample, because they were heavily negative. Friedman said in the NYT, that "GM is more dangerous to America's future" than any other company, that "its like a crack dealer" addicting Americans to SUVs in the face of higher gas prices- by offering buyers of its least fuel efficient SUV's gas capped at $1.99 per gallon. He also said GM is in cabal with Ford and DaimlerChrysler to buy votes in Congress. BY May 2006 compared to 2003, in just 3 years, once popular midsize SUV's like the Ford Explorer, Chevy Trailblazer, and Dodge Durango saw a sales plunge of 50%. And this after the gas promotions such as the Ford one for free gas upto $1000 with aprepaid Master Charge debit card, enough for 6000 miles. Add to this zero percent financing. GM offered rebates of $2500 to $3500 per SUV. In this manner the whole profit structure of SUV's is being lowered, and no new strategy is being developed to deal with changing conditions and changing consumer preferences, and a changing global situation....

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The Gare du Nord rail station is Paris is Europe's busiest and the station where the Eurostar arrives from London. It is also one of the oldest stations and one that has deteriorated over the years. Gare du Nord rail station is overcrowded and set for handling 700,000 passengers daily by 2030. It is overdue for a renovation and rebuilding. The problem is that SNCF the rail company is planning to partner with the Auchan supermarket chain to get private financing to help with the rebuild effort. 

Doing this with a supermarket chain distorts the vision for the development with emphasis on more shops and food stores, turning the rail experience into one that one sees at overcrowded airports. The mayor of the district and the public have opposed this type of redevelopment and are calling for changes to be made.

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After the failure of 3 prime ministers selected by president Macron to form a functioning government and pass the Budget in 2025, it looks increasingly apparent that Macron has failed as president in 2025. He has hung on to power through one protest after another, yet has failed to bring together people with a plan to improve the living standards of the French people from all sectors and parts of society, including the lower income groups and rural parts of the country. France has become more fractured politically than ever under Macron, with the result that no one or two parties can form a viable government with enough support in parliament. Macron started out as Minister for the Economy under Socialist president Hollande, but never really supported the Socialist party, preferring to branch out on his own seizing a political opportunity to call all other parties part of the old system with a hastily put together Movement of his own. It has managed to win and hold power for nearly a decade for lack of better alternatives, yet today it is clear that this Movement did not have the power that comes from a genuine effort for the improvement of the lives of the people of France from all parts of society and all income groups, and both urban and rural parts of France. It is a missed opportunity for France and a failure of a president who failed to grasp the needs of France and of the French people. It has pitted different sectors and ideas, rural and urban, parts from neglected industrial development and thriving regions, against each other instead of pulling together the country into a coherent whole for improving the lives of the people. Tactical moves replaced a larger sense of strategy and purpose, and personal power replacing the interest of the nation as a whole for all parts of the country. ...

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The Guardian points out that Macron is making a political choice rather than an economic imperative with making workers work longer for pensions during a cost of living crisis. France's pension advisory council says that the annual 10 billion to 12 billion euro deficit for pensions was manageable in the context of total expenditure of 340 billion euros. It also predicted agradual return to breaking even by the mid 2030's. As much as 80% of people under 65 oppose the reform says the Guardian. Macron has a minority government and won with support from working class parties led by  Melenchon, and is in his second term, so it is not clear anymore why he has pursued this course of action.