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Omicron cases are up in an almost vertical line on a graph with cases doubling every 2-3 days in the UK, similar to the pattern in South Africa during the beginning of the spread in South Africa. Since then early data in South Africa show the trend in the province of Gauteng, center of the omicron outbreak in South Africa in the Johannesburg area, has reached its peak. On Dec. 16 it recorded 27% of national infections compared to 70% the week before. Head of the National Institute of Communicable Diseases in South Africa, Michael Groome, says "we had areally dramatic increase in Gauteng, which has now leveled off."  Hospital admissions in South Africa show a different pattern than earlier hospital admission rates in previous waves, with only 1.7% of cases being hospitalized in this Omicron wave compared to 19% for the Delta variant wave at a similar point in the wave, says Health Minister Joe Phaahla. In UK as of Dec. 14, this WSJ report cites health authorites saying 73% of cases in London are omicron variant, doubling every 1-2 days, with omicron making up 41% of all cases in England. In the US the Centers for Disease Control show Omicron variant making up 2.9% of all cases in US as of Dec. 11, with highest concentration in New York, New Jersey of 13.1%. Proportion of positive tests went up from 3.3% to 5% in New York City. A convention in New York City, Anime convention at Javits Center, November 23, 2021, shown in a recent NYT report, could potentially have acted as a super spreader event in New York according to NYT though not confirmed, similar to football stadiums events in Italy in March 2020. Dense atmosphere and large crowds increase the risk of a super spreader event happening, say experts. ...

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The poor kid from Sao Jose Dos Campos 150 miles northeast of Sao Paulo makes it against all odds to play soccer in Sao Paulo. Steve Lowe of the Guardian does this wonderful interview for soccer fans with Casemiro the defensive midfielder for Real Madrid.  Casemiro is all humility, hard work down to the kind of details soccer coach Jurgen Klopp loves to pay attention to in practice, and never forgets the values his mom taught him about not being too loud. And to remember where he came from, to always look for ways to help other kids like him aspiring for a better life. Casemiro says he plays strong and even aggressive, but it is always about using your head in the game, the key was thinking ahead, being better positioned, seeing the move before it takes place. It cost 3 euros per week to practice at a club 6 mile walk away which he could not afford once he came to Sao Paulo. Mr. Moreira who ran the club paid for his boots, food and the fees. When he says he gives 200% Casemiro is speaking with authenticity because it was hard in Brazil for kids from poor families aspiring to make it in club football. He loves to learn, listens well, and he says he watches the errors, thinks like a coach, always trying to read the game, the other team's mind, their coach, what they were trying to get get done. He sees it as his work and does this in a disciplined manner. Casemiro may now be the top player in world soccer today as Real Madrid head to Manchester City under coach Zinedin Zidane. Zidane meant a lot to Casemiro as inspiration in the early days he played in Brazil.   ...

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With the decline of about 40% in Ford Motor's share price under Mark Fields, a new CEO Jim Hackett takes over in 2017. He has a history of implementing turnaround strategies, and headed the Mobility unit at Ford. His turnaround stories were at the University of Michigan football program and at furniture maker Steelcase. Hackett spent 17 years at Steelcase and admired Jo Schembechler, football coach at the University of Michigan. Quotes from the coach were used at Steelcase, and Hackett was hired to get the University of Michigan's football program back on track. His main trait is persistence and perseverance from his football days, when he was too small and too slow for the position in the team, but labored on making others work harder. He landed Jim Harbaugh by calling him every week, which made him popular with Michigan team fans and with the chairman of Ford Motor, Bill Ford. He was seen as having originality by Silicon Valley companies, which impressed Bill Ford. Hackett, 62 years, has to tackle the job of running a large company, something he has not done before. Facing the challenge of driverless cars Ford is turning to an outsider from a different industry, but unlike Alan Mulally of Boeing in an earlier turnaround, Hackett comes from a small company. ...

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Syracuse's basketball coach, Jim Bonheim, says even iconic college coaches like Duke's Krzyzewski, who follows in the footsteps of names like John Wooden and Bob Knight, are under pressure. Such is the extent to which competitive spirit and the demands made by fans and sportswriters, have remade college sports in the U.S. The introspection follows the firing of Penn State football coach Joe Paterno after sexual misconduct allegations against assistant coach Sandusky were not followed through at Penn State. The support from fans for Paterno and their lack of remorse showed the extent to which Americas heartland has changed, and the extent to which the strong underpinnings that support it have weakened, from spheres of finance and industry that caused the financial crisis to sports where winning has obscured other serious values.

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Read the full speech of president Biden at an important time in the Nation's history, 76 days before a national election to decide the future of the Nation and the World. Excerpts from the speech selected by Lyrarc- "Look. Folks, how can we have the strongest economy in the world without the best infrastructure in the world? Donald Trump promised Infrastructure Week, every week for four years, and he never built a damn thing.  And now because of what Kamala and I have done—remember, we were told we couldn’t get it done? Remember, when we came into office, we couldn’t get anything passed?—but right now, we’re giving America an infrastructure decade not week. We’re modernizing our roads, our bridges, our ports, our airports, our trains, our buses, removing every lead pipe from schools and homes so every child could drink clean water. We’re providing affordable high speed internet for every American no matter where they live, unlike, not unlike what Roosevelt did with electricity. And so much more. We are uniting the country, we’re growing our economy, we’re improving our quality of life, and we’re building a better America. Because that’s who we are. How can we be the strongest nation in the world without leading the world in science and technology? After years of importing 90% of our semiconductor chips from abroad, which America invented those chips, our CHIPS and Science Act meant that private companies from around the world are now investing literally tens of billions of dollars to build new chip factories right here in America. And over that period, they’ll create tens of thousands of jobs. And many of those jobs in the so-called Fabs, the buildings that make the chips that are being constructed now. And guess what? The average salary in those fabs, size of a football field, will be over $100,000 a year, and you don’t need a college degree.  ...

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Barcelona's football club is unique for several reasons and may support time tested ideas of good ways of managing an organization. It is unique because it is a source of Catalan pride- Catalan having suffered under the rule of General Franco. The Club is owned by its members, called socis in Catalan. There are 150,000 members. Management is responsible to 2500 randomly selected socis and 600 senior socis. Barca also has a boarding school, La Masia, where it brings up talented athletes from a young age, almost like a children's choir in European cathedrals. The boarding school stresses character building and values of team spirit, self-sacrifice, perseverance. Messi is a product of this school's training and support from a very young age. This special feeling of the Catalan spirit, of which Barca becomes the embodiment, makes the club something that may not be easily created elsewhere. Yet the Catalans may have learned some things about nurturing talent, character and team spirit that they have used to setup their unique arrangement. ...

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How Hyundai has hired a leading marketer with a record of helping the likes of VW and Apple build their brand image. Hyundai inventory is building up and its falling way short of selling 700,000 cars in North America by 2010, it sold 455,000 cars last year. Wilhite had earned a reputation by being Apple Computer s topmarketer and has also headed Nissan's global marketing. Before that he helped give VW a revival in the US market in the 1990's. He sees the need for "a big idea" to get Hyundai off the ground. A new ad agency compared Hyundai's predicament with Galileo's persecution for presenting his theory about the earth revolving around the sun.The problem- even though J. D. Powers shows Hyundai as having surpassed Toyota in Initial Quality Study, the brand had not registered with car buyers. And in 2007 unsold Sonata cars were piling up on football field sized lots behind the Birmingham, Alabama plant of Hyundai. Sales fell 30% in 1st quarter 2007 in the US. market and matched Chrysler's situation of building cars without the buyers....

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Anthony Hopkins is Pope Benedict XVI in November's Netflix Movie The Two Popes. Hopkins, a Welsh actor, is now famous for the way he talks about not taking himself so seriously. His view of life, just be glad you are alive and have fun doing things while you can, all this talk about getting to the top, once you get up there you find there is nothing there, just nonsense, all lies. For Hopkins it has freed up a lot of energy and makes him come alive at 81 years. Another thing he says keep working thats the only way to live, and not go into decline. So what better way to take on the role of Benedict, a German pope who becomes the first to resign his office, and have his chosen successor follow him, cardinal Mario Bergoglio of Buenos Aires, Argentina, (actor Jonathan Pryce) succeed him. Just be laid back and fill the role without thinking too much about it. So no intensity, he does not do research, actually a bit clueless, he says. Life is too short to be overconscious about oneself, he was intense once, now since about ten years he just wants to relax. Benedict he sees as an easy role especially with Pryce as cardinal Bergoglio. Fernando Meirelles directs and he is good with that. In the movie a day long conversation takes place, and two people who are from opposite ends of the world and ideologically too, have a sense of lightness about them, talking the World cup and soccer, and Hopkins playing the piano for Bergoglio. Hopkins just intent on having a lot of fun and doing it that way on the set. He sees the to popes as not walking on water, just human beings, and that make it easy for him. The human touches like going along with Bergoglio to watch football, though he nows nothing about it, and having a beer together. When playing Benedict Hopkins tells himself he is just pretending, just kidding, that makes it easy for him. His wife has encouraged Hopkins to relax by taking on painting and playing music. ...

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DW.com looks at a football pitch in Srinagar, Kashmir, where Kashmiri girls are learning to play soccer with training from a professional soccer coach. Nadiya Nighat trains 30 young female footballers ages 11-20 as women take up the sport after encountering many obstacles. It is part of a growing trend across India after Indian participation in the Olympic games that made women's participation in sports a national theme.

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Almuth Schult of Wolfsburg is a women's soccer player who plans to come back to soccer after having two children. After a successful case of a Wolfsburg teammate of hers against Lyon the new FIFA rules require that professional women football players get maternity leave at two thirds pay for at least 14 weeks. In addition clubs are not allowed to discriminate against players because of pregnancy and must reinstate them after giving birth.

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In a factory the size of 5 football fields located in Gurnee, Illinois, Abbott Labs makes its BinaxNow Covid-19 home tests. Abbott turned out 1 billion tests in 2021 and at one point had 80% of the market. Along with Pfizer vaccine, BinaxNow Home covid-19 tests are a dominant product during the pandemic. Abbott generated a fifth of its $43 billion in revenue from these home tests. Abbott faced several hurdles along the way. It gained when the US government authorized it to make the test. Yet after vaccination took off by mid 2021 the demand for tests declined and Abbott nearly idled its giant factory in Gurnee. Delta and Omicron variants led to a sudden reversal and surge in demand. Abbott developed its test based on an existing design it used in the US for flu tests, by a company it inherited by acquisition called Binax. To do that test one sends a swab up the nose, add that sample and a liquid mixture to a rectangular paper card, and close the card shut. The liquid then travels up the paper strip, revealing one or two pink lines, one for negative, two for positive. This is done in 15 minutes and the simple design described as a lollipop shape, put Abbott far ahead of competitors. The US FDA authorized Becton Dickinson and Quidel to make the tests before it authorized Abbott, but these rival companies had a poor and complex design. The Trump administration gave Abbott a $760 million contract to buy 150 million tests for distribution to health departments, long termcare facilities, nursing homes, and schools. And by October 2020 Abbott was already making 50 million tests a month. When it comes to distribution Abbott tapped into its pharmacy connections for baby products such as Similac baby formula. This gave it an advantage over Quidel and others who also lacked the manufacturing knowhow for large scale ramp up. The BinaxNow in pharmacies was sold at $24 for a box of two tests, while government paid $5 for one test. Abbott says it makes $ 7 per single consumer test. Yet there was one problem waiting to hit Abbott in 2021- demand dried up as the vaccination campaign took off. In fact the plant manager, Mr. Rodriguez, planned to move to another job inside Abbott as production declined. Then came the Delta variant and he was asked to ramp up production again. With Omicron demand soared. The Biden administration committed $3 billion to help boost test production and asked Kroger and Walmart to sell over the counter tests at cost for 3 months. Abbott had to lure workers from Amazon at $25 an hour for the Gurnee plant expansion. What was learned by the government and Abbott from this experience? The US government now looks for ideas in meeting demand volatility, supply challenges and production needs,. Sustaining production capacity is important for future virus flareups- a new government-industry partnership is required for maintaining test making infrastructure. With government help Abbott plans now to keep the facility at Gurnee operating indefinitely. ...

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Filled Bundesliga stadiums are a big problem, says DW.com Sports Editor, Sarah Wiertz. Germany faces a crisis with hospitalizations and in ICU's in November 2021. Borussia Dortmund stadium has lowest permitted capacity rate of all of 82%- this is still 67,000 spectators. She says this is not normality at last, it is absurd. Union Berlin applied for full capacity if it only admitted vaccinated and recovered spectators in the game against Hertha Berlin this week and got it approved. It is not good enough to say German Football League Association has 94% of its players, coaches and staff vaccinated.  With the alarming situation at German hospitals, many breakthrough infections, crowding in the stadiums is not responsible behaviour of Bundesliga clubs and fans. This is how the first wave hit Italy hard in 2020 March when soccer stadiums were filled to capacity, not a situation to be forgotten so quickly. ...

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1. ACCELERATION OF DECLINING PRODUCTION FROM GULF OF MEXICO AS DRILLING RIGS LEAVE THE GULF. Offshore oil production mostly in the Gulf fell by 19% between 2003 and 2005. Natural gas production fell by about 22% from 2001 to 2004, according to EIA. The drilling rigs jack-up rigs and deep-water rigs that drill for oil and gas are declining rapidly in the Gulf of Mexico. There were 148 rigs in 2001, now only 90 remain with more leaving soon. Many of the rigs that are leaving are jack-up rigs, used for drilling for natural gas in shallower waters, and this should lead to a pronounced effect on natural gas production. Gulf Gas reservoirs that use these jack-up rigs are quickly exhausted requiring new wells to be drilled to just maintain production. Fewer rigs available mean upward pressure on natural gas prices more so than oil because gas is a market supplied locally. EIA estimates natural gas will move from recent close (July 5, 2006) of $6.10 per million BTU's to a price of $10.00 by end of 2007. This compares with a price in 2001 of $2.43. Hurrican related disruptions pushed oil prices up by $10 a barrel for hurricanes Katrina and Rita, in each of two years, so there will be continued upward pressure on oil price from this acceleration in production declines in the Gulf. 2. SEA CHANGE IN THE OFFSHORE DRILLING RIG MARKET, IN DAY RATES, IN PREFERRED DRILLING LOCATIONS, AND IN RIG PRODUCTION. The hurricanes Katrina and Rita destroyed 5 rigs. What is a bigger effect is that drilling companies are signing longterm deals with companies overseas. Global Santa Fe Corp. for instance signed a deal last month to send 4 jack-up rigs to Saudi Aramco at $160,000 per day, for 4 years. Ensco International will send one to Tunisia at rates approaching $200,000 for 2 years. There are hotter prospects for petroleum offshore in the Middle east, and in Africa, whereas the easier drilling spots in the Gulf have already been tapped. Worldwide 91 major offshore rigs are under construction compared to 10 in 2003 according to ODS-Petrodata. The new rigs may take till 2009 and may have delays so as to come out after 2009. They cost $160-190 million for one jack-up rig and about $600 million for one deep-water rig. All this has pushed day rates throug the roof. BP PLC agreed to pay Transocean Inc $520,000 a day for three years for a massive drill ship. The same ship cost BP PLC $185,000 a day in 2004. The drilling ship is as large as 3 football fields and can drill in oceans upto 10,000 feet deep. ...

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Jena McGregor's interview with Ben Horowitz of Silicon Valley. Horowitz says its best to keep the founder as CEO, because its harder to teach a professional CEO to innovate, than it is to teach a founder to be a CEO. Better to take the advice of one football sports team owner to his coach when told about injuries and problems: "Nobody Cares. Just coach your team." Best to focus on the task ahead than to get overburdened by thinking about the hurdles. Many companies make the mistake of overhiring and finding they are in trouble when business falls off. At that time a moment of honesty is essential, even though a trust with the employee has to be broken, one cannot hide or blame the employee- only by saying we screwed up and planned the business the wrong way, can one make an honest effort to recover. Not making the honest assessment and being frank with oneself and colleagues can be fatal for a young company. Andy Grove of Intel, cites this example in his book "Only the Paranoid Survive," - to shift out of the memory chip business and close plants was essential once it was clear the Japanese had an unsurmountable edge, a long term move into microprocessors had to start now for Grove and Intel in 1986. An outsider's impersonal logic and no emotional involvement had to be Grove's mindset, as if he was replacing himself as the new head of the business, going out one door and coming back in. Panasonic's moves in 2013 under CEO Kazuhiro Tsuga to exit the plasma television business and focus on new business opportunities, including electric car batteries, is a recent example. On motivation or purpose: no big vision has to be announced and repeated- it is enough to make being a good company at what you do the end goal, make craftsmanship or doing the work you enjoy and can contribute in the end goal and purpose. The modest and straightforward is enough reason for existence and doing very well. How important is training? A lot, a great deal more than one can imagine. People can be talented but not productive. Companies that have good and extensive training programs can do much better than companies that lack these programs. Managers who can continue this with on the job training are also valuable to build on training programs. Sony's Akio Morita personally interviewed new hires, new engineers joining the company at all levels- it is really the contribution of the thousands of engineers that he personally interviewed that built Sony into a global pioneer in electronics in his time. He says the future of the company is determined by the people the company hires. Goes even further, by saying the fate of the company is in the hands of the youngest recruit on the staff. Horowitz finds Jim Collins as management writer a bit abstract and mushy, he prefers Intel's Andy Grove and his books such as High Output Management, as more specific about how to manage business. One could add "Made In Japan," and Morita to the list....

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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....