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Controversy surrounding the $55.8 billion pay package for Elon Musk that was disapproved by a judge, and the behaviour of the Board of Directors at Tesla, is the subject of this exclusive report in the WSJ. A series of WSJ articles in recent months have shown that Musk is not the role model for American business or for the younger generation.  A parallel with can be seen in the contrast between Sergio Marchionne of Fiat Chrysler and Carlos Tavares, current CEO of Stellantis, which includes Chrysler and Peugeot, Fiat. WSJ coverage of Tavares as head of Stellantis, and running the company from his home in Lisbon, shows a respect for the dignity of workers, their health and worklife balance with very productive work turning out as many as 75  new electric car models by 2030 that was absent under the CEO Marchionne. Marchionne's constant travel and long hours, reported continuous smoking with unhealthy work and health habits took its toll. It set the wrong role model at the time for workers of Stellantis Chrysler and for business and the younger generation even as it received favorable reporting in the Harvard Business Review and other places. The same can be seen with Elon Musk with such reporting giving a glamorous image and much hype, yet as the Wall Street Journal in its reporting shows setting the wrong role model for business and the younger generation and the renewed future of America. ...

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JP Morgan Chase disclosed that traders in the Chief Investment Office may have tried to avoid showing the full extent of losses by placing inaccurate prices on their positions. A trader named the "London whale," may have been asked by his boss to mark positions more aggressively. CEO Dimon said this has "shaken our company to the core."

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Investors showed a lack of confidence in CEO Apotheker's makeover strategy for H-P by exiting the PC and tablet business and focussing on software. H-P's share price dropped 21% on August 18, 2011 to $23.34. This is the lowest price since 2005. About half of the market value has been lost since February 2011. H-P reported lower 4th quarter guidance to $1.12 per share for earnings excluding items.

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This report on Danish wind energy company Orsted, looks at the journey of the largest developer of wind energy in the world from a company sending natural gas from North Sea to Europe to a joint developer with Denmark's Vestas of offshore wind farms. Last year Orsted, pronounced Ehrr-sted in Danish for the O and named after a Danish scientist, decided to invest $57 billion in offshore wind farms by 2027. It was not easy and the path required a bold vision and bold action to invest in wind energy for the long term even as debt piled up from losses in natural gas competing with coal, climate change committments were not yet strong, subsidies were required to make wind energy competitive, and debt was piling up. It would take a decade of hard work and technological innovation to produce wind energy that could outcompete coal and natural gas on cost without subsidies. The year is 2009 with the Climate Change Conference in Copenhagen. The predecessor company to Orsted was losing money in natural gas with lower cost coal energy generation in Europe at the time. Yet the mood was changing governments were willing to invest in renewables. In 2012 a new CEO Paulsen did a review of 12 businesses of this Danish energy company and decided wind energy was the only one with long term prospects. The Copenhagen Climate Change Conference created new awareness for the need to come up with a long term solution for energy that has no negative health effects and is renewable. That Conference set a goal of 20% for renewable energy by 2020 in the total mix for Europe up from 14%. Paulsen saw an opportunity in the crisis at the company then called Danish Oil and Natural Gas. The new company was called Orsted and the old divisions in fossil energy were sold to invest in wind farms offshore. The way Paulsen saw the situation was that the company had to take radical action whether it wanted to do so or not. By 2012 Danish pension funds were investing in large offshore wind farms of Orsted, taking a stake of as much as 50% in the Nysted wind farm. The Danish government which owned 80% of Orsted thought its projects were risky. Hard work with Vestas which builds the turbines in Denmark paid off in developing a huge new turbine that would bring costs down 65% comparing 2020 with 2012.  In 2018 the European Union was spending about 92 billion euros or $112 billion on energy subsidies including to wind farms. Britain also heavily subsidized offshore wind farms such as Hornsea 1 at about $198 a megawatt hour for 15 years double the electricity price in recent years. Windy conditions and shallow waters in the North Sea were favorable. Technology was being developed with Vestas which would reduce the cost each year. By 2016 Orsted was listed in Copenhagen. The remaining oil and gas business was then sold for $1 billion. The returns are less in wind than coal and natural gas- about 7-8% a year but the big thing is that there is certainty in this compared to coal and natural gas which are volatile and uncertain. The lesson companies are learning in renewables is that with solar and wind technology can. bring down costs, a lot of hard work and creative work lies ahead, that crisis can be turned into opportunity for companies that can be focussed enough to produce results. ...

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Paul Ingrassia of the Wall Street Journal on coming management changes at GM. GM CEO Wagoner may be out. Board members Jerome York, Erskine Bowles, Sara Lee CEO John Bryan, were working on accounting disclosures at a GM Board meeting in which Wagoner was absent. Lutz and Wagoner, says Ingrassia, have proved astoundingly ineffective, and he suggests new CEO choices. He expects changes by summer.

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The sudden collapse of Thomas Cook, and the immediate layoff of its 20,000 employees comes as a shock as it is an old company trading since 1841 on the stock exchange. The name was synonymous with travel in Britain and in British Commonwealth countries. The analysis in the Times of London shows management was to blame. First with overexpansion under one CEO, even though online travel booking was taking off. He was fired, and followed by sharp cutbacks with another CEO who was fired, followed by last minute efforts to save the company as it faced huge debt loads and interest load even though its revenues were up by 6%.

In a situation similar to that faced by Jet Airways, an Indian airline, which also had overexpansion and debt load problems, the banks had second thoughts and turned down any new financing to support the company as being too risky.

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Labour's Keir Starmer wants to make Britain the first nation to have a zero emissions power system. His plan put forward in September 2022 would double onshore wind, triple solar energy, and quadruple offshore energy production by 2030. It would create half a million jobs, reindustrialize Britain and cut electricity bills by hundreds of pounds, says this report in The Guardian.This is Labour's answer to the Tories faltering energy plans. The Breakthrough report on achieving COP26 goals of the IEA and IRENA, international renewable energy agencies, shows the opportunity to create 85 million additional jobs by 2030, compared to 2019. Many world leaders including president Biden and Starmer, Germany's Habeck, and India's Modi are setting aggressive goals for renewable energy.

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Zelensky is going to Hiroshima to make his own case for support directly to all G7 leaders. The fact that G7 leaders are meeting in Japan also has significance as Japan unlike Europe with NATO faces Russian presence in its northern islands and China in the South China Sea and around Taiwan, North Korea, with only the American defense agreement in any conflict. Japan, Australia and India would want to see a clear end to the conflict in Eastern Europe that also sends a message that the status quo will be preserved on Taiwan and other issues in Asia. 

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Germany's state development bank KfW has signed a memorandum of understanding with German energy company RWE AG to build a new LNG terminal at the northern port city of Brunsbuttel. Netherlands infrastructure group Gasunie will operate the new LNG terminal. The Nordstream 2 $11 billion project is now set aside and Germany plans to use the LNG terminals and other sources outside of Russia. Germany commissioned its gas market trading hub to buy LNG of 1.5 billion euros. 

Germany will now fast track another LNG terminal on the North Sea at Wilhelmshaven. That terminal would be operational in 3 years. 

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This report in The Washington Post looks at an effort by scientists to drill into the ice in Greenland to reach the bedrock below 1600 feet of ice using new tools and technologies. Scientists have less material under this ice than from the moon's surface. Melting of Greenland Ice Sheet would raise global sea levels by 24 feet, say engineers in this report, and it is important to understand how Greenland can change under rising temperatures on earth. Sarah Kaplan and Bonnie Jo Mount travel to a remote field camp on Prudhoe Dome in northwest Greenland ice sheet for this report.

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A 900 mile long frontline from Kherson on the Black Sea north to Luhansk stretches Ukraine's forces along a long line in June 2023. A Ukraine effort to retake areas lost to Russia in eastern Ukraine and near Crimea as part of the counter offensive is only making slow progress because of land mines and lack of airpower. The successful Ukraine effort in 2022 to retake Kherson happened in an area which had two rivers and where Russia faced logistical issues of supplying its troops. In 2023 both sides have prepared for some time and it is very difficult for both.

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British prime minister Starmer has introduced new legislation to "smash the gangs" that have people smuggling networks and made 150,000 illegal small boat crossings into the UK since 2018. Small boat crossings have started in 2025 with more people packed into small dinghies and 1098 making the crossing in January 2025.

The bill includes counterterorism powers to Border Force, police, National Crime Agency to target gangs. 

Migrants at sea in the Channel who refuse rescue by the French will face five years in prison as part of a new set of offences inthe bill- The Border Security, Asylum and Immigration Bill.

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Research in Motion's new CEO, Thorsten Heins, says he has revamped the leadership team and his focus will now be on execution. He says that when he joined the company in 2007 it operated more like a startup. Heins wants to see founder Lazaridis in more of a visionary role. Product cycle times will be shortened as the teams will be more focussed from now on, says Heins. Heins sees one key part of RIM's strategy being getting new phones into the hands of users. Most Blackberry users have older model phones and Heins says only 10-15% of users know about the Blackberry 7 phones.

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The no jerks rule at Barclays and how it did not prevent traders from manipulating LIBOR rates with or without the knowledge of top management. The culture at Barclays and how this matters, and the role bonuses play in incentivizing wrong behaviours.

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The chief economist for the Conference Board says the economy faces serious headwinds as about half of the growth or +2.44 % came from inventory changes in the latest BEA numbers. These numbers, adds Gordon of Northwestern University, are likely to wind down and only consumer spending is serving as a factor holding things up. Exports are playing less of a role than needed and the state and local governments will continue to play a negative role as their budgets are being cut.

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Floods add another layer to the problems created by the pandemic in China, Japan and Bangladesh. Bangladesh is one of the hardest hit countries with Cyclone Amphan affecting 2.4 million people. Here Sheikh Hasina, prime minister of Bangladesh and chairman Climate Vulnerable Forum describes the problem Bangladesh is facing. Rising sea waters could lead to the abandonment of coastal and low lying regions on the coast by mid century, with Bangladesh, India, China and Indonesia being severely affected in Asia.

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P&G CEO Lafley, says the company will shed about 90-100 smaller brands that generate about 10% of sales so that it can focus on the bigger brands such as Tide, Pampers, and others. Era, Cheer laundry detergent, Metamucil are some of the smaller brands. Lafley says its not size alone but whether its the preferred brand of shoppers. One such sale was pet food brands for $1 billion. About $8 billion can be generated in this way. At the same time P&G is moving into related brands such as the adult pamper business.

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The pandemic and the lockdowns resulted in a sudden surge in demand in 2020 and 2021 for home delivery of goods by Amazon. Amazon expanded rapidly during this period. Now in 2022 Andy Jassy the new Amazon CEO is cutting back warehouse capacity and finding ways to reduce Amazon's size as buyers are cutting back now that the economy is getting back to some normalcy. Inventories are piling up for retailers Target and Walmart. During the pandemic Bezos set up hundreds of new warehouses and sorting centers, and employees doubled to 1.6 million from March 2020 to March of 2022. As instore buying came back and Amazon projections of long term demand turned to be too high Andy Jassy the new CEO is working on cutting back. Amazon says this extra capacity will mean $10 billion in extra costs in the first 6 months of 2022. Its stock lost about one third of its value under Andy Jassy's first year as CEO. Jassy and his team are working to sublease about 10 million square feet of excess warehouse space and renegotiate warehouse contracts. Dana Mattiolo looks at how Mr. Jassy tackled the new job of online retail with his obsession for detail, learning the new business from scratch. He was previously head of the cloud business at Amazon which generated three fourths of the profit of Amazon. Jassy says Amazon always chose the higher end of the numbers generated by its forecasting tool SCOT that showed how much warehouse and handling capacity was needed. SCOT tool generated high medium and low figures of what the demand would be and what resources were needed to tackle it. The policy of Bezos who ran the operations and delved into details during the pandemic was to not constrain sellers and buyers during the pandemic. Though not mentioned here this was a decision of Bezos that helped America tackle the pandemic in an effective way. And could be seen as a courageous move by Bezos of ignoring the risks and doing the right thing for America and the American people. It is now left to Jassy to figure out how to take corrective action but the basic policy of Bezos was done with the right intentions towards America during a period of serious danger of the pandemic when over a million lives have already been lost. ...

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Hardy and Merced take an inside look at what happened at Autonomy Inc that resulted in the charge of $8.8 billion by H-P in Nov. 2012. The problems start with the hiring of Lee Apotheker, a former CEO of German software maker SAP, as H-P's new CEO in the beginning of 2011. This comes after CEO Mark Hurd is fired over relations with a female employee. Apotheker starts out within months of joining H-P with some precipitious moves that raise questions about his decisions- he dumps the new H-P tablet within weeks of joining, and follows this with a move to shift H-P out of its PC business and focus on software. To do this he pays ten times revenue for Autonomy Inc., a British software maker which has grown through acquisitions and not invested enough in advancements for its software, according to a piece by Al Lewis in the WSJ in August 2011. Autonomy's business is software that analyzes and finds patterns in voluminious data like e-mails, online data, web surfing. The tech community and analysts sees this as a risky investment from the start with Apotheker overpaying for Autonomy. Apotheker has failed to look at H-P's record in acquisitions with the failed Palm acquisition costing H-P over a billion dollars. H-P has a poor record of integrating companies. This proves to be especially true with Autonomy with founder Mike Lynch keeping a distance from Palo Alto headquarters by staying mostly in his London office. Apotheker is fired by the H-P Board within months of taking office and the Autonomy managers including Lynch leave H-P in the following months. Alarmed by a falloff in Autonomy sales, H-P's new CEO Meg Whitman sent a team in May 2012 to review the books of Autonomy. This results in finding "serious accounting improprieties." The problems are caught when a senior finance official at the London Autonomy offices points them out. What Autonomy did before selling out to H-P is to sell low end hardware servers at a loss, and disguise the loss by inflating marketing expense, resulting in marketing expenses going up just as it was trying to sell the company as a pure software company. Middle men who sold the Autonomy software reported sales that were made up and licensing revenue was taken before it was received. Analysts at Forrester Research say Autonomy had not invested in R&D, and did not make regular software releases, had poor customer relations, no regular customer feedback, and lacked transparency on future product plans. The question goes back to how did Apotheker make such decisions without giving enough time, with the due diligence reported to the head of strategy Robison and not the CFO as is normal, and how did he fail to catch the obvious failure to invest in the company R&D? Apotheker described his approach in a February 18, 2011 interview with the WSJ's Ben Worthen. He told Worthen a joke about the Swedish parliament where members discuss a proposal to move driving from the left to driving on the right, by doing this gradually. Apotheker's analogy turns out to be misplaced, his approach brash and dangerous, and the H-P's Board's confidence in their new hire misplaced. It turns out that H-P's previous CEO Mark Hurd came in for criticism for not investing enough in R&D. The money wasted in these acquisitions leaves H-P at a severe disadvantage for increasing investments in R&D when margins and sales are declining in the printer and PC business. On Nov. 20, 2012, H-P share price dropped 12% to under $12. H-P reported a $6.9 billion loss in third quarter 2012. Revenue for the full fiscal year declined 5% to $120.4 billon, and earnings declined 23% to $8 billion. ...

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Lehman Brothers CEO Fuld and the 48 hours before the weekend decision by the Fed to back takeover of Bear Stearns by JP Morgan and to extend lending to investment firms like Lehman to prevent any further spread of the collapse to other investment firms.

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BBC Director General who started out with Pepsi Cola and later joined BBC Tim Davie resigns. Also resigning is BBC CEO Deborah Turness for their role in BBC's editing of a Trump speech at the Capitol Jan. 6. The Guardian shows the speeches side by side, edited and original in today's Guardian Nov. 10. Editing led to a settlement with CBS News. BBC is being sued for $1 billion by DJT for damage to reputation resulting from such misreporting. The trust in the media is affected by such reporting errors and alternative media sources such as Lyrarc.com are now playing a useful role in the US and Europe, Asia to give a fair and open, transparent presentation of what is happening in the world to build educated and informed mindsets that affects and shapes people's lives.

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After the resignations of Browett and Forstall, other executives Eddy Cue, head of Internet software and services, Craig Federighi and Jonathan Ive, hardware design chief, assume more important roles inside Apple. Browett was hired recently from Dixon Retail in the UK to run Apple retail stores. Some of his scheduling changes at Apple were received badly at the stores. Mr Forstall ran the iOS software operations and was highly regarded by Jobs except that he failed to get along with other executives. He and design chief for hardware Jonathan Ive could not stay in the same room together because of personality conflicts. Jobs was seen as a decider in these situations, a role new CEO Cook did not choose to play preferring a smooth running team with fewer people conflicts.

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WSJ's Ben Worthen interviews Leo Apotheker of Hewlett-Packard. He talks about the resignation of four board members and the addition of five new board members, by citing a joke in the Swedish parliament in the sixties. In that joke one member of parliament says the best way to move driving on the left to driving on the right was to do it gradually. That is Apotheker's way of saying why it couldn't be done gradually. He says he doesn't let the propaganda about him by Oracle CEO Ellison bother him. What matters to employees is seeing him and talking to him, and he has gone on a round the world listening tour. He will focus on profitable growth, and he sees his industry in a technology transformation with the words "cloud" and "connectivity, that will change H-P. He sees the potential to do more in overseas markets, something his background from Europe helps him understand better. He would like to fill gaps in H-P's software capabilities and speed up bringing new products.

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Try this climate change game from Harry Stevens in the Washington Post with your own answers. Data sets from Japan Meteorological Agency and National Snow and Data Ice Center helped build this game. Why is the Greenland ice melting that can cause sea levels to rise 24 feet along shorelines as the Greenland ice sheet melts. It is explained by the idea of Arctic amplification. Arctic sea water is whiter than the ocean. It reflects much of the sun's light and heat back into the earth's atmposphere increasing global warming. Increasing temperatures on oceans creating the kind of effect that created the Acapulco Storm and the Libyan coastal storm very rapidly before storm preparation can happen. And making more of the Greenland Ice Sheet to melt in this process of Arctic Amplification. Note that the Greenland Ice Sheet is based on land so that it contributes to sea level rise.