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Koizumi's legacy 2001-2006, five years of change and a break with the past in Japanese economic policy. Sebastian Moffett review's Koizumi's achievements, bringing Japanese government and policy closer to the people bypassing the bureaucracy and ministries, appealing directly to the people and carrying on conversations with the public on television on critical economic policies such as privatization of the post office savings accounts system, and hiring newcomers such as Takenaka to implement reduction of bank debt that stifled Japanese economic growth. Koizumi also created an effective Prime Minister's office to execute policy and provide new directions to Japan.

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The heavy monsoon rains this year and the lack of adequate storage facilities may result in the loss of 10-15% of the wheat and rice harvest this year, according to Indian government sources. This means food prices are rising because of this loss of grain. India badly needs more and better warehouses to store grain and control food prices.

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Berlin's Neues Museum destroyed during the war, is painstakingly built using the bricks and stone from the ruins, by the London architect David Chipperfield. As for many public buildings in Germany the past is opportunity, and the scraps of the old building were used, with "millions of decisions" technical, aesthetic and political in a vast jigsaw puzzle handed down by Stuler the original architect of the building- which opened in 1855 to promote "the elevated interests of the people." Chipperfield built a new building using the remains of the old. And based on the long lines in Berlin, waiting for hours in the cold March weekend and stretching for half amile, the building works for the people of Berlin. Of the grand central stairway that edges on upward through the old brick and into the new structure, upward to more light, the NYT writer Kimmelman says that this space is a metaphor for Germany today. In their response to its history Berliners are keeping the history as part of the large jigsaw puzzle of human experience and response....

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Krugman says the the higher population growth in Texas has led to higher job growth there relative to the rest of the country. Other factors mitigating the effects of the recession in Texas- the housing and mortgage lending laws in Texas prevented the building up of home equity debt and foreclosures that hit other states, and the oil industry in Texas helped with higher oil prices. Lower wages in Texas, lower living costs, and lower housing costs have attracted jobs to the state. In June 2011, the Texas unemployment rate was 8.2%, lower than California and close to that of New York.

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Simon Johnson, former chief economist at the IMF, and Peter Boone of the London School of Economics, compare the trip made by Jean-Claude Trichet of the European Central Bank and Dominique Strauss-Kahn of the IMF to Berlin to meet Chancellor Angela Merkel and the German Parliament around April 29, 2010, to the trip Treasury Secretary Paulson made to the American Congress in September 2008. The seriousness is of that magnitude. The crisis is that big when you consider that it affects a number of eurozone countries, and the design of the euro currrency system in which Trichet and Strauss-Kahn were involved from the French side has some serious flaws in that it allows boom zone countries to overborrow and overspend. There is no way to resolve the situation through currency devaluations and other measures. Ultimately the cost will be similiar in the range of $1 trillion, say Johnson and Boone. The money would have to come from the G-20, and the IMF would have to represent the G-20 in negotiations with the ECB, the EU and Germany. The euro would have to be devalued and its value go back to $1 which is close to where it started. Eurozone bonds would have to be sold to finance the recovery, and countries that buy these bonds would then hold a proportional asset at the ECB. Johnson says Strauss-Kahn does not have what it takes to make the tough actions happen. His aspirations to run for President in France create a conflict of interest. A replacement is suggested in the Governor of the Bank of Canada, Mark Carney....

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Samuelson warns that turning seniors into a protected class making no sacrifices whatsoever, will mean shrinking all other social programs, defense and investments in education and infrastructure. This is the reality of the budget deficits facing the U.S. He cites the Congressional Budget Office projections that even with cutting defense and non defense discretionary spending by a third, the U.S. risks a deficit in 2023 of about 6.75% of the economy or gross domestic product (GDP). To cover this would require $1 trillion in higher taxes, an increase of a third above the 1970-2011 average. He says Democrats are using demagoguery and intimidation on this issue, and ironically even Paul Ryan's proposal reflects a desire not to touch seniors benefits and willingness to pass on the costs to the young to pay for these programs. Social Security and Medicare are a critical part of the American fabric, and no one wants to dismantle them, it is about modernizing them to reflect higher life expectancy and larger wealth accumulated by the elderly compared to previous generations, and to reduce the burden on the young. ...

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The near collapse of Iran's state owned gas company following stricter Western sanctions and withdrawal of Total and other oil companies. Iran sits on top of the second largest gas reserves in the world but is able to export gas only to Turkey and Azerbaijan. Qatar which borders one of Iran's large gas fields is developing its side of the field with technology and investment from Shell and other foreign oil companies. The CEO of the company, Hamid Reza Araghi, told the Mehr News Agency that the company had declared bankruptcy, with debt of about $4 billion. Gas revenues have dropped to about $10 million a day and the company suffers from mismanagement.

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Thre drug companies are placing bets on the vaccine business. Johnson and Johnson paid 302 million euros for 18% of Dutch biotech company Crucell NV, to jointly develop vaccines. Abbott Labs says it will acquire a unit of Belgian conglomerate Solvay SA for 4.5 billion euros in adeal that includes a vaccine business. And Merck obtained the marketing rights for a seasonal flu vaccine from Australia's CSL Ltd. This follows Pfizer's Wyeth acquisition. Low prices, high costs and fear of lawsuits made most drug makers to exit the business in the 1980's and 1990's. Now vaccine sales are growing faster than other prescription drugs and are largely protected from generic competition. And government agencies here in the USA and around the world are reliable buyers of vaccines as they seek to stockpile medicines that could be needed in aflu outbreak. Merck never exit the vaccine business and now makes 8 of 10 vaccines recommended for adults. Flu and other vaccines are especially attractive for entering drug markets in Brazil and China and developing countries. Governments lke the idea of lowcost prevention at $10 adose, and with this new relationships are developed in these countries. And even at price of $10 or $20 a dose they provide asteady stream of revenue.Vaccines are estimated to generate $21.5 billion in revenues by 2012 according to Sanofi-Aventis SA, which is a leading vaccine maker....

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Daniel Howes of the Detroit News thinks there are cultural clashes inherent in a threeway Fiat-Opel-Chrysler combination. His view is that Fiat may be biting into more than it can handle, considering the failure of the GM-Fiat alliance, and the Daimler- Chrysler combination. And the Germans at Opel are not happy with the way they see GM has treated them, so how would it help for Fiat to come into the picture? The Germans love the Italians, says one German Howe talked to, but don't respect them. And the Italians he says, respect the Germans but don't love them. Howe refers to the Renault-Nissan combination as successful, but one that took years to build to deliver commonly engineered cars. But the car industry has been poorly run, without vision and with complacent management, unwilling to try new things and recreate and renew. In other industries efforts are made to build transnational combinations with differing degrees of success. Take the work of the French, Germans and the Spanish in Airbus, in overcoming different cultural factors and pulling together to learn from each other, when given good leaders, on the Airbus 380 project. See the link to this. On Fiat's Marchionne's behalf it could be said that this is a new Fiat, run by a younger generation of Italians, who have a lot of youthful energies and freedom to innovate and improvise. Marchionne himself is more Canadian and European, places where he has spent most of his life, than Italian. And he has take a decidedly different view of things from what the old view holds as being Italian, in building the new Fiat he has done things very differently. In fact there may be less of a country view here, than a management culture view. All nationalities aspire to a good management culture of innovation, and freedom to improvise and respect for one's ideas and thinking, good places to work in. People of all nationalities, Italian, German and American, for the first time, especially the younger people, may see that the one thing they value most and share is the desire to start fresh and take initiative, improvise and work together to do the impossible. The common enemy of Germans, Italians, Americans,French, and other nationalities, may be simply the artheroschelorisis of complacent management, that freezes initiative, does not delegate more responsibility to the young and give the freedom to try new things, bureacratizes the corporation into rigid hierarchies that lack speed, and take no risks to achieve the impossible. See the link to Marchionne and Fiat's transformation. Which is why old prejudices like the one Howe states from one German he talks to, that the Italians "will steal the milk out of the coffee," may be just that - prejudice from another period, that is best left behind to build something new that has no nationality to it. ...

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The eurozone economy has grown by 3.6% and created 4 million jobs since the start of the bond buying program by the European Central Bank in 2015, according to the ECB. This means that the program has largely accomplished what it set out to do to revive the eurozone economy.

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Merkel's leadership as Germany goes through the economic crisis. There is not much enthusiasm for further reforms among the Social Democrats or the Christian Democrats. Other than raising the retirement age to 67, the mood is not for any changes in that direction. The economy will contract by 6.1% but Merkel's decision is not to go in for a big stimulus under pressure from the US, and instead stay with the status quo combined with help to workers for unemployment benefits and for retention of workers by companies. As elections approach Merkel is considered favorably, and according to a recent poll by Forschungsgruppe Wahlen nearly 60% are satisfied with the grand coalition of the CDU and the SPD, 78% think Ms Merkel has done well as chancellor, and 58% want her to remain on the job. Actually Merkel's popularity is behind the CDU's prospects, the CDU itself is popular among only 35% of voters. Her analytical habits from her training as a physicist show in the way she is governing, which is thoughtful, and connects well with voters. Merkel benefits from the reduction in unemployment. Unemployment fell from around nearly 5 million in 2005 to around 3 million in 2008. The risk is that Merkel's popularity may be affected by an increase in unemployment to 5.1 million from the averaage of 3.3 million in 2008, according to an OECD estimate. Merkel stands behind a German response to the crisis which is to support the priciples of a social-market economy, make unemployment as least painful as possible to the jobless, to keep every job that can be saved in the nonfinancial sector with a 115 billion euro "Germany fund" providing guarantees and credits to companies that are in trouble because of the credit crisis. Stimulus packages of 64 billion euros supported the auto industry with subsidies to car buyers, and subsidies to keep workers intheir jobs. The idea was to come up with a German version of the response to the crisis by balancing the need to respond based on German conditions, and the concerns for inflation and the budget deficit, that is shared by most Germans. THe vision offered by Merkel is that of a physicist daughter of a protestant minister in East Germany, who is low on the rhetoric and good on substance, and willing to make decisions based on careful study and discernment rather than ideology, without sharp swings in any direction. Her vision comes from her days as environment minister, which is quietly pushing Germany into the forefront of countries developing renewable energy, moving ahead in energy efficiency, with anational goal of cutting emissions by 40% by 2020. The other areas are immigration and education, both key to the future of Germany because of the huge demographic change happening there. She has afamily minister Ursula von der Leyden, who introduced "parents pay", a14 month stipend for parents of newborn children linked to salaries, and to to improve daycare by providing places for 35% of children aged three or less by 2013. And Merkel has approved 18 billion euros of additional funding for research and universities. Says Leyden Merkel has made "daycare" an acceptable term in the CDU, and made Germans accept that they are an immigration country. Which tells you that you have to look closely to find the reasons for Merkel's popularity, which does not carry the rhetoric of an Obama, but is just as effective in German conditions. There are deepseated demographic changes going on in German society, which require a cultural change, and change in mindset, such as that for daycare, immigration, and blending the best of the old in the social market economy with the new like the changes in the educational system. The Economist says that in big cities today nearly half of the children under 15 are immigrants or their children and grandchildren, who are more likely to be poorer, unemployed and with less education. ...

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Ilan Berman, vice president of the Foreign Policy Council in Washington D.C., cites former finance minister Alexei Kudrin about capital flight from Russia reaching as high as $160 billion in 2014. This is a result of Russian policies in Ukraine that are creating a high degree of uncertainty and investor fears about the Russian economy. The result Kudrin says would be a stagnating economy. This follows the emerging market crisis in the beginning of 2014, which hit Turkey, Argentina, and Brazil. Kudrin is respected for his efforts to strengthen Russia's finances in Putin's first term in office, and left the administration over disagreement with prime minister Medvedev on damage to finances from higher defense spending. This suggests Putin and Medvedev in their first terms as president conducted more prudent policies for the economy than they are doing in Putin's second term. A certain recklessness seems to have crept in as many respected advisors from that period have left over differences in policy, including how protests and the opposition's views should be handled. This includes Medvedev's early efforts after elections for dialogue with the opposition parties which were set aside by Putin. The danger with having a Bolivarist class of tycoons as in Venezuela and some developing countries, instead of wiser heads around him for Putin, is that he will lose the advice and counsel he so badly needs to conduct policies without letting emotions getting the better of a sound judgement. A large foreign exchange reserve is a buffer for Russia, but this needs to be used to diversify the economy away from dependence on oil and commodities by investing in technology industries to create jobs in other fields, and not wasted in higher defense spending and fighting investor sentiment for the value of the ruble. It also shows that there is an inherent value in having a "loyal opposition" and "shadow cabinet," and these institutions were not invented over centuries of practice in government without a reason, in that they actually help the governing administration pursue prudent policy without arbitrary actions. The irony is that the very fears of 1998 repeating itself with the "chaos" of western style democracy and politics and manipulation by oligarchs- a Putin complaint- is reversing the gains made by Russia since then, with another set of tycoons and vested interests in place. Russians, like the Germans can learn to make democracy work without a centuries long history of democratic traditions, elections and free media. Czarist traditions can be overcome just as the Prussian traditions were overcome, and Russians can come up with their own Wily Brandts and Gaucks, leaving behind the old history of suppressing contrary opinions. For this to happen Russians including Mr. Putin need to leave their own fears behind, and trust the Russian people for the right instincts and values and maturity of judgement, just as the Germans have done and succeeded. ...

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China's view on its new Air Defense Zone as expressed by the Foreign Ministry is that if European countries and Japan are entitled to set their own air defense zones then China should be able to set its own zone. The differences with Asian neigbors and the U.S. arises over the fact that this overlaps with the zones of S. Korea, Japan and Taiwan and also covers the area of the disputed Senkaku Islands. Other problems lie in the ambiguous wording and failure to share this information in advance with other countries. As it stands B-52's from the U.S. and Japanese planes entered the zone on Nov. 29, and Chinese fighter jets tracked the planes but there was no incident. U.S. civilian airlines have agreed to follow the rules set by China for the air defense zone, and the U.S. government says it will let the airlines make the decision to follow the zone. The EU protested the setting up of the new air defense zone.

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The arguments of both sides in front of U.S. Supreme Court Justices on the Health Care Law's expansion of Medicaid. Justice Scalia said the law gives the states no choice. Justice Kennedy pointed to the situation of the states which have no way to opt out without stripping millions of Americans of medical care. Justice Roberts pointed to the states willingness to accept federal aid for years which brings us to the current situation. The attorney generals of 27 states have objected to the Health Care Law's provisions which they believe effectively requires the states suffering tight budget constraints to cover more of the poor than they they think they can, with the alternative being dropping out of Medicaid totally, not giving them much of a choice. As the three day hearing came to a close on March 28, 2012, the Supreme Court's conservative Justices expressed doubts whether the Obama Health Care Law could surivive if some key parts are struck down. With Justices Sotomayor, Ginsberg, Kagan, on one side, and Scalia, with other conservative Justices on the other side, the Court's final decision depends on Justices Kennedy and Roberts. ...

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Pipes describes the failure of the opposition to offer constructive ideas and frame itself as an alternative to the AKP and prime minister Erdogan. Turkey's moves towards its historic role in the Middle East under the Ottoman Empire 1300-1923 championing Muslim interests, as opposed to the secular position taken by Ataturk and the modernizing of Turkey under post Ataturk governments.

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Seib comments on the rising nationalism in Europe, with a quarter of the votes in France going to the National Front of Marie La Pen, and a large share of votes to the Independence Party in the UK. This is partly a result of the austerity policies in Europe and declining confidence in the leading parties in the UK and France. Nationalism is increasing in Russia. Parties such as Putin's party in Russia are also appealing to nationalist sentiments to reduce the pressures from urban activists and anti-corruption movements in Moscow and other cities, such as the one led by Mr Navalny. The loss of confidence in ruling governments and in political parties in the age of mobile phones and internet communication- after austerity policies in Europe, and slowing growth and corruption in Russia- is leading to a protest vote in Europe, and a effort to deflect criticism in Russia by turning to nationalist issues. Nationalist issues in Asia stem from the more assertive stance taken by China and Japan, following the election of the LDP's Abe government in Japan, with a mandate to revive the economy....

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Andy Grove of Intel teaches a class at Stanford- he taught aclass earlier this year- and talks about his experiences. Some see Grove's disciplined management style as areflection of his experience escaping the Nazis from Czechoslovakia. Dr Grove says it comes from his experience at the CIty COllege of New York He recounts this in one of his books, where aparticular Professor helped mentor him but who was in the beginning very tough on the young Grove. Grove says that what impressed him most in those early years at City College was the way hard work and talent were rewarded and where students challenged their Professors without any attention to rank. Interestingly this is still true at many universities, and meritocracy prevails there. The opposite is true when one thinks of this at many corporations which gradually fall into astultifying mode where senior managers are not challenged and politics prevails. GM is a good example. Grove says he experienced this at Fairchild -where he worked with computer chip pioneers Moore and Noyce -with its elitist, back-stabbing and lax corporate culture. Senior executives at Fairchild walked in whenever they felt like, and younger employees were penalized or fired for similiar behaviour. When he took charge at Intel Grove imposed a strict arrival time of 8 am with latecomers forced to sign asheet. He also did not go along with trends like flexi-time and teleworking. He became known as ablunt and demanding manager, but afairminded boss who rewarded good ideas whatever the source. Asked about the strict arrival time Grove says that people don't understand that he was never that disciplined himself and he was not even amorning person. His view is that he wanted to avoid what he saw as aoutrageous double standard at Fairchild. With a better culture he was able to attract the best talent to Intel, and he used the strong discipline to improve the lousy manufacturing at Intel. Three decisions shaped Intel. The first, is the recognition of the strategic inflection point when current strategy is no longer viable, because unanticipated external forces make an existing business strategy obsolete. This happened when Intel got clobbered by the Japanese in the memory chip field it had dominated. And at such moments there are internal forces and inhibitions to overcome that make starting over or doing something totally different extremely difficult. For Intel this was the habit forming tendencies from having done one thing so well- the companies roots and the founders and engineering staff's knowledge and preferences lay in memory chips- such that that it became an emotionally stormy thing to break from this past. Grove made a complete U turn to go in another direction which he describes so well in his book -Only the Paranoid Survive. Timing is critical, and instinct and judgement is all that you have got to rely on. Its like a group of hikers in the woods and after suspecting that they are on the wrong track one of them says, "Hey guys I think were lost." Grove even describes the scene with acomparison to a scene in the World War II movie Twelve O'Clock High, where a new commander is called in to straighten out an unruly and undisciplined squadron of fliers in sel-destruct mode. The commander on his way to take charge, stops his car, steps out smokes acigarette while gazing into the distance. Then he he throws the cigarette down, grinds it with his heel and tell his driver "Okay Sergeant, lets go." Grove says he related to this scene in this decision at Intel, with every fiber of his being experienced this crisis personally, and learned what it takes to claw your way through a strategic inflection point, inch by excruciating inch. He says it takes objectivity, the willingness to act on your convictions, and the passion mobilize people into supporting those convictions. The second and third decisions was less gruelling but also courageous. The Intel Inside advertising campaign meant building abrand with customers even though Intel had never done this before. The decision to not have secondary suppliers and press the issue of manufacturing quality within Intel till Intel got it right also had never been done before. Andy Grove's strategic inflection point is what GM missed and set the process in motion towards bankruptcy. See the links in Intelilinks. The management style is also relevant to that discussion. Grove also provides insights in the Cross-Industry Insight Mechanism. He sees strategic inflectionpoints in autos and health care industries. He says the auto industry is going to be increasingly divorced from oil and the next big company will come in the auto battery technology field. He also believes health care and the pharmaceutical industry can learn from chipmaking. The clinical trials in pharmaceuticals take way too long, are slow-moving and bureaucratic. The pharmaceutical firms can learn from the fast "knowledge turns" in chipmaking, so that cycles of learning are accelerated....

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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 step by step process Mr. Obama used to arrive at his decision to send 30,000 troops to Afghanistan. The use of charts showing the buildup at one of the last meetings, and how President Obama expressed frustration at the length of time the troops would be there, and then says "I want this curve pushed to the left," pointing to the bell curve showing buildup and withdrawal after some years. This says Baker may be the pivotal moment for the expansion of the war. What he meant was something like a fast buildup and rapid draw down. He asks Petraeus how fast the Iraq buildup for the surge took place, and Petraeus says 6 months. The option being discussed was Option 2A carefully prepared to get a30,000 troop addition approved by Defense Secretary Gates and presented to Mr Obama on November 11, 2009. What Obama said at that point was according to NYT reporter Baker's sources is - "What I'm looking for is a surge, this has to be a surge." Gates was the seasoned person in saying the right things at just the right time and not sooner in these negotiations. The process had seen alot of back and forth swings, leaks including the McChrystal report leak and the Ambassador Eikenberry report leak, and the President preferring to keep his thoughts to himself and using University of Chicago law school style analytical thinking to wade through the swamp of issues in this place called Afghanistan. With that Gates shows how that curve can be moved up and gets the President to allow for conditions at the time to be the factor for withdrawal conditions. In effect the President's analytical thinking an approaches good for a law class in the University of Chicago and potentially very unlikely to allow for agrasp of the muddied details and complexities of social, political and historical type in Afghanistan, were being applied to a crucial mind decision that would have a mind boggling impact. Had Gates served the country well? Had Mr Obama served the country well with these analytics, when a more intuitive decision based on understanding of all the conditions on the ground by talking to different people who had first hand experience in Afghnistan and Pakistan- see the links here to first hand reports- would have accomodated the peculiarities of the Afghan situation better than some charts and numbers? Speaker Pelosi and Congressman Obey had indicated lack of support among Democrats. The Budget Office had provided a cost estimate of 1 trillion dollars for 10 years. None of this appeared to matter in the final decision. NATO would supply the additional troops to get the number closer to 40,000. Gates had been the most seasoned player through years of negotiating with Congress, and he helped formulate Option 2A for 30,000. The President makes one final Professorial comment at the final meeting on November 29, 2009, after announcing his decision to support Option 2A, -"but if you don't agree with me say so now" and repeats saying "tell me now." Gates signals to Vice President Biden who inquires whether this is a Presidential order that it is one. Mullen and Petraeus say "fully support." America had by using charts numbers and law school analytical processes turned the complexities of Afghnistan into something else, but these analytics had still to be played out in the vast mountainous spaces of Afghanistan and in the homes and workplaces of America in 2010 and beyond. It is hard not to sense that something serious was lost that day. ...

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The transformation of Fiat Auto. Marchionne relying on "my kids", getting good people throughout the Fiat global operations and outside of a younger generation, who were open to doing things in a new way. He had the courage to unassumingly go about the business of remaking Fiat, by removing middle and upper managers who produced a kind of paralysis or sclerosis in Fiat, making change impossible after years of a failed culture embedding itself. And in their place he brought in an energetic courageous bunch of younger managers and designers. It would be fair to say that he tore up the old plans, tore up the old organization charts, tore up the car plans and designs in the pipeline, tore up the failed models and put in place new ones- the Bravo for the Stilo, and tore up the old management, put in new people and tasks and wedded them in an informal way, with their own culture developing along the way. The were teams and their tasks, all wedded together in an informal arrangement, in close proximity, with informal communication. Marchionne saw his role as helping people reach decisions, setting stretch goals, and encouraging levels below him to take responsibility and make courageous decisions. He saw the Cinquicento as his version of the Apple iPod, and benchmarked Fiat against Apple, so he was looking outside the auto industry for people to emulate and for new ideas. He himself was from outside the auto industry. ...

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Only 23% of meals in America include a vegetable. The number of dinners made at home with a salad dropped to 17% in 2010 compared to 22% in 1994. Salads ordered at restaurants dropped to 5% in 2010 from 10% in 1989, according to NPD research company in its 25th edition of "Eating Patterns in America." The U.S. is going backwards in good eating habits and no enough attention is being paid to this in the debate about cost of health care. Their is a clear connection between good eating habits and health, and while invention and use of the latest research and innovations in health care are lauded, the decline in patterns of healthy living and food habits are receiving less attention.

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Obama vists Acrra, Ghana, July 11, 2009. It is an emotional moment for Obama, and for Ghana and the African continent as a whole. It seems the whole nation was out on the streets,on crowded rooftops, packing balconies, leaning out of windows, to get a glimpse of Obama. Particularly emotional is the moment when he stood at the Door of No Return at Cape Coast Castle, a notorious slave port perched on the ocean. He spoke about the existence of "evil" that he had seen at Buchenwald, and here again. He spoke up against the poverty of Africa that is compounded by the greed, corruption and the lack of responsibility of the elites in African countries. Obama said "Africa doesn't need strong men, it needs strong institutions." He talked about his personal experience: "I have the blood of Africa within me, and my family's story encompasses both the tragedies and triumphs of the larger African story. Some of you know my grandfather was a cook for the British in Kenya, and though he was a respected elder in his village, his employers called him boy for much of his life." See the related story on Nigeria, which was avoided by the President on his visit. And where because of the corruption and lack of responsible government, influential Nigerian voices themselves feel this was the right thing to do. This is one area in which Obama picks up from a strong effort by President Bush. Bush tried to frame policy by rewarding good government and building institutions through programs like the Millenium CHallenge Corporation, an antipoverty effort that gave Ghana $547 million in 2006. Both Bush and Clinton visited here....

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John Lewis, is the last surviving speaker of the March on Washington in 1963, when Martin Luther King gave his historic speech. Here he describes how Martin Luther King would see today's America. Foremost he points out is that MLK would want to see justice not just as racial justice, but justice in a broader sense that says something about the dignity and value of human beings. And this means, says Lewis, the president getting away from advisers and polls, and talking to ordinary people. It means focussing on jobs, the unemployed and people facing foreclosure, and seniors struggling on limited incomes. He calls for a "freedom budget" that would pool resources for infrastructure and investments that would create a better environment for people to live in.

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The Economist points to dynastic politics in India and the weak leadership of prime minister Manmohan Singh, who owes his position to Sonia and Rahul Gandhi of the Congress party. There is a vacuum in the leadership resulting in no clear policy and definite actions on tackling corruption issues. This has created a crisis of confidence for the Indian public, especially for young people who have lost faith in the government to bring much needed change. Technology with mobile phones, computers, television and mass media, increasing use of cars and motorbikes and rapid road/rail links are rapidly changing Indian society. The Indian public is looking for changes in governance to keep up with these rapid changes and greater publc awareness of the world around them.

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David Brooks of the NYT describes the approach taken by British prime minister David Cameron and his Conservative Party government to help the working class poor in Britain, and tackle the social roots of poverty. He says an American adaptation similar to this is badly needed in the Republican Party, with the candidates in the election providing solutions from an old rulebook. Only after Trump's popularity with appeals to less educated older Americans has the Republican leadership responded, with Speaker Ryan helping organize a forum on poverty under the Jack Kemp Foundation- emphasis was placed on education, work, opportunity and accountability for anti-poverty programs in the discussion moderated by Ryan and Senator Tim Scott. Less attention was paid to the other social aspects mentioned here by Brooks, and cited by Cameron when he described the inadequacy of traditional solutions from the right and left of the political spectrum. Cameron outlined the principles of his anti-poverty plans called "Life Chances Strategy," in a speech on Jan. 11, 2016, in north London, with the entrie transcript on the gov.uk website. Cameron acknowledged in the speech that social issues including single parent families, and other social problems such as long term unemployment, can make it harder for some people to use self-reliance and personal responsibility in a growing economy as a way to grasp opportunities. Cameron proposes a combination of economic, social and job growth strategies. His second term plans include 30 hours a week of free childcare for 3 and 4 year olds so both parents can work, parental maternity leave, expansion of Troubled Families Program, in addition to the introduction of National Living Wage, tax cuts, universal credit. In tackling social aspects of the problem Cameron cited the need for development in the early years of childhood, the huge importance of family, social connections and experiences, informal mentors, cultural experiences, broadenend horizons, that enable young people to acquire language skills, character and resilience. Second term projects include expanding reach of high performing schools to deprived areas, emphasis on core English, math, science, history, geography Ebacc skills, a 1 billion pound investment in the National Citizens Service by 2021, a plan to transform housing estates including rebuilding from scratch, additional 1 billion pounds to provide mental health treatment including treatment within 2 weeks in homes and communities. Throughout Cameron's "Life Chances strategy" is aimed at tackling not just the material dimensions of poverty, but also what he describes is broken in Britain- "the paucity of opportunity."...