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SEC 38 page draft report on its investigation of the ratings agencies shows internal e mails confirming a lot of what was suspected- huge increases in workload but no adequate increases in staff, changing criteria for ratings to win business, and the willingness to issue ratings even when it was "ridiculous" or when "we should not be rating it". One S&P e mail between managers in the collateralized debt obligations group openly says it is creating an "even bigger monster- the CDO market. Let's hope that we are all wealthy and retired by the time this house of cards falters."

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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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The VW emissions scandal lingers on five years after the rigging of of millions of diesel vehicles to cheat emissions tests. Now former CEO Martin Winterkorn is ordered to face trial on charges of defrauding customers. It is interesting to note how it all started was a grandiose ambition set by Winterkorn according to this report in the WSJ, to make VW the largest auto company in the world ahead of Toyota and General Motors and push sales of diesel vehicles in the U.S. with "clean diesel vehicles." At this time of pandemic it is appropriate to note that the world has changed since 1946 when the wages of top managers were 2 times that of a Caterpillar company worker, and reached level of 400 times a worker for some executives of companies before the pandemic.  Even in supposedly egalitarian countries where worker representatives are on boards such as Germany, the wages had pushed way upwards to about 170 times the salary of the average worker at VW in 2015 when the emissions crisis erupted. This VW episode shows that the grandiose ambitions of executives were another part of the problem before the pandemic. Today the VW disaster has led to a completely opposite result. Diesel is not taking over the U.S. it is now the now the no go in Germany, as diesel vehicles are being phased out. Instead Germany's auto industry is now making large investments in the electric car industry. Significantly chancellor Merkel and the CDU no longer see the automobile industry in Germany as having some kind of special status and the shift to electric is being made with the planned loss of jobs and a restructuring to replace lost jobs with other jobs over 10 years. And the SPD has called for a legal ratio of the average ratio of a company's top managers  in relation to a workers wage at the same company. The pandemic has put things in perspective on a number of fronts, from wage relationships, health, healthcare and wellbeing, healthy lifestyles, mental health, making clear that health and a commonsense idea of fairness, good infrastructure, and sensible wage relations all go together in this world that the creator made. ...

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The German company Bayer faces an unusual situation trying to settle all lawsuits for Roundup weed killer that claim it causes cancer. It is settling lawsuits even while the product remains on the shelves at retailers. Bayer is not allowed to put warning labels by the EPA and regulators on Roundup that is on the shelves, because the EPA says glyphosate is not a chemical that causes cancer.  Bayer has already lost in three jury trials and faces the unusual predicament of not being able to remove the ingredient or put a warning label to avert future litigation. Bayer had lost a third of its stock value as the legal situation worsened. Investors are very critical of the acquisition of Monsanto for $63 billion by CEO Mr. Baumann in June 2018. Monsanto sold Roundup and this is how it ended up in Bayer's products with sales of $200 million. The legal settlements plan is 50 times this. $8 billion for current lawsuits and $2 billion for future lawsuits. And future lawsuits are unpredictable creating uncertainty for Bayer. Investors question whether such an acquisition was a good idea in the first place. ...

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Elbridge Colby memo led to slowing of US shipments to Ukraine in July 2025 just as Russia expanded its drone and missile attacks on Ukraine. Leading DJT to resume all shipments and override Colby as he supported shipment of Patriot systems to  Ukraine, with Germany willing to pay for the cost. Who is Colby? Colby 45 years, was made undersecretary of defense for policy in DJT second term. He is the grandson of a former CIA director, attended school in Japan where his father was working at an investment bank, and later at Yale Law School. Colby's view is for the US to focus on Asia, specifically on China and the defense of Taiwan, the Philippines and Japan. He does not favor Ukraine in NATO, sees Russia as a potential partner, and is a Republican who opposed the war in Iraq as a monumental waste of American resources. Some of his views are controversial such as focus only on China when US faces other threats around the world. Colby opposed an attack on Iran and even argued that US could manage a nuclear armed Iran which he has now retracted. ...

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The riots in Dublin, Ireland, covered in depth in The Times, started with a stranger approaching an Irish language primary school in Parnell Square East, and attacking children there with a knife. A deliveroo driver on a motorcycle moves to the scene and using his helmet hits the attacker felling him to the ground where he is disarmed. Minutes later the scene is replayed over social media channels TwitterX, Whats App, and far right figure puts it in a Twitter account that a "foreign man entered the school and stabbed five people," setting off marauding youth to riot on the streets A tram and several police cars, shops in the centre of Dublin, a hostel for asylum seekers, are damaged or set on fire.  In September 2023 200 people protested high immigration outside the Irish parliament. As in Amsterdam-Rotterdam-Utrecht area  housing in Dublin is unaffordable to the locals. Immigration has surged particularly from Ukraine all over Europe in 2022. It is an issue in UK, Netherlands and Ireland. With the cost of living crisis, the aftermath of the pandemic with people suspicious of the state, overcrowding in socially deprived inner city areas Parnell Square being one of them,  and record homelessness; immigration has become a scapegoat. The suspect in this situation was a naturalized Irish citizen who has lived in Ireland for 20 years and is of French-Algerian origin. The Deliveroo driver who came to the rescue is a 43 year old Brazilian Caio Benicio. It took three hours after nightfall 6.00 pm for police to restore order. ...

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David Gelles interviews heads of companies in his column for the New York Times called Corner Office. Here he talks about CEO's frquently bringing up the topic of meditation in his interviews. Gelles practices meditation and mindfulness since his college years when he spent junior year in India at Buddhist monasteries and retreats as part of the Antioch Buddhist Studies Program. He is also the author of columns in the NYT on meditation and mindfulness.  The head of Salesforce, Marc Benioff, tells Gelles that meditation practice helps him step back and listen deeply with a beginners mind aware of the present moment. Benioff has set up meditation rooms in Salesforce Tower in San Francisco, and invites Buddhist monks to his house.  After a skiing accident in 2004 Marc Bertolini, head of insurance company Aetna recovered using meditation practice. He setup mindfulness classes at Aetna and says this has changed the corporate culture for the better with efforts for improvement and people coming up to him with new ideas.  Designer Eileen Fisher practices meditation and this has helped her in business as she set goals to improve factory conditions for clothing workers in China. The head of Hyatt Hotels says mindfulness is helpful in bringing empathy in relations through the practice of being in the present. He made mindfulness the key part of the company's Wellness programs. Google, Ford and McKinsey now offer meditation programs in the office. Similar trends are taking place in Europe. When asked about a company's responsibility to society, Benioff of Salesforce says his company is part of the whole that includes society, that we are all connected and part of the one.     ...

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To get a right grasp of the situation as a whole from the bigger picture than the headlines, is to know that even in the current chaotic immigration handling of both parties, the US comes out a winner in long term by 2034. That it gives for the younger generation a better future. Congress's Budget Office economic report shows GDP higher by 2% from the higher immigration of 5.2 million added to the US workforce by 2034. US productivity higher by 0.2% and residential investment including construction up by a whopping 10%. The younger profile of immigrants will help the US compete with India's younger population, and as China ages to have what it and Europe is aspiring to have- a younger population. The best way to look at the immigration issue is for the short term- manage it better by organized method of immigration without chaotic border crossings by allowing potential immigrants to apply from their home country, a step taken by the Biden administration. What it or any Republican administration could not control is the immigration that happens from countries the US is at war with or in conflict with. It is important to recognize that this is what happened with Venezuela the largest component of the immigration border crossings in 2023. It was made worse by actions of both parties Democrats and Republicans and made worse in 2017 by more severe sanctions on Venezuela under the Trump administration.  Also part of the problem is Venezuelan mismanagement- providing oil at pennies a gallon, hurting imports and spiralling inflation that only worsened under US sanctions after 2017. Long term- To reflect that US sanctions on top of mismanagement by Venezuela is a warning for all developing countries in Latin America, Africa, Asia and for the US. It meant 7 million refugees a staggering quarter of Venezuela's population fleeing the country, that burdened neighbors Columbia, Ecuador, Peru, Chile. By 2022-2023 many of these refugees were making their way up the Darien Gap to the US. Yet within this tragic situation for Venezuelan people how could the US best respond is to close the border as president Biden has proposed with McConnell and the Lankford effort in the Senate, which was blocked by the House under Mike Johnson. This gives time to assess the situation, correct US laws on asylum and parole that allowed this chaotic way to proceed under actions of both parties.And not let this destabilize the US by understanding that while Venezuela has suffered for its role in the crisis the US will ultimately have come out a winner, as pointed out by the Congressional Budget Office projections. CBO projections of this immigration impact by 2034 of increasing the workforce population by 5.2 million will provide higher GDP, more tax revenues, and higher productivity than without this group of Venezuelan and other immigrants in this special situation of 2022-2023. For the Immigration projections discussion given by Phillip Swagel, Director of the Congressional Budget Office see page 51 of the Budget and Economic Outlook 2024 to 2034. For this search for term Congressional Budget Office or CBO which brings up the report on PDF and turn to page 51 or just click on Original Article on Lyrarc.   ...

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Richard Barrett, former head of overseas counter terrorism operations of Britain and now head of the UN AlQuaeda and Taliban monitoring group, in aspeech to the Washington Institute of Near East Policy, says Al Quaeda is a diminishing threat because a new generation of Muslims who have little recollection of the events and are less interested in religion. And CIA officials say they are having greater success penetrating Al Quaeda, because of vastly improved intelligence capabilities. In terms of intelligence and capabilities, the technical colllection, intercepts are much better, and overhead surveillance is much better. The human intelligence is much better and they have fewer competent people.

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Prime minister Modi's visit to the US comes at a time when US president Biden is eager to show the US is fully engaged in the Indo-Pacific region with its allies in the Quad 4 countries- Australia, Japan and India. The recently announced Aukus defense agreement brought together 2 members of the Quad 4 the US and Australia, plus the UK. Aukus is designed to strengthen US presence as a naval power in the Indo-Pacific region in the Indian and Pacific oceans around India, Southeast Asia, China, and across the Pacific. After a futile engagement in Afghanistan the US is reorganizing its presence where it is strongest- in the oceans. In a way that Britain once did in the eighteenth and nineteenth century, the US is dominant in the high seas. US naval power far exceeds that of all navies in the world combined. This is meant to reassure India, Bangladesh, Sri Lanka, Thailand, Malaysia, Indonesia, Philippines, Vietnam, Australia and Japan, which together have close to twice the population of China, that the US has not diminished its presence in any way from that it had in the 1950's following the Second World War. With this new framework India enters discussions that will focus on health to deal with the pandemic and its after effects, with security and rule of law in the Indo-Pacific region, with trade, technology, new supply chain manufacturing structure in which India plays a key role. With this new focus and clearing past engagements made by other US  presidents, including some mistaken policies, the US emerges as a new force in the Indian ocean, China seas and Pacific ocean region.  On September 23 Modi meets Tim Cook for what could be new supply chain arrangements that Apple could be preparing as it and other US corporations build new supply chain structures to rebuild US manufacturing technologies capabilities that were lost to China over the period 2000-2020. During that period manufacturing technology knowhow was shifted out of the US in a mistaken policy that assumed design and invention were sufficient for the US to keep. The first step in this direction was a change of CEO's at Intel Corp with US president Biden pushing for new US technology reclaiming policy. Following that the new CEO at Intel Corp, Patrick Gelsinger, completely reassessed Intel's mistaken policies of ceding its entire semiconductor manufacturing technologies capabilities to Taiwan and China. Intel made a U turn and is now investing all or most of $50 billion in the US instead of in China or Taiwan.  On September 24 Modi meets Mr Biden to discuss trade, investment, defense, and security. On the same day the leaders of Japan, Australia, Mr. Suga and Mr. Morrison join Modi and Biden for the Quad 4 talks. Indian infrastructure capabilities and Indian economic growth would be key goals to strengthen India along its land borders along Tibet occupied region and Himalayas as part of the overall effort to build a new US and allied presence in Asia.  On September 21 Modi attends a Covid Summit that will look at the way forward in the aftermath of the pandemic and ways to vaccinate the remaining unvaccinated population in the world, as well as vaccination passports.  ...

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WSJ looks at how businesses are coping and how the government and the financial institutions are trying to make handling the stress of coronavirus easier and recovery easier. Bedrock is one of the financial firms that is forgiving rent for small bookshops, retailers, restaurants, gyms and other stores in Detroit, Michigan. Bedrock owns 50% of the leasable commercial real estate space in Detroit's 1.4 square mile downtown business district. In all it covers about 40% of downtown Detroit and retail. A similar program is underway in Seattle with help from Amazon. This story shows how Mr. Cullen who is Bedrock's CEO is doing this. He reports to Mr. Gilbert, a billionaire, who is also owner of Quicken Loans lender, Cleveland Cavaliers sports team. Mr. Gilbert is recovering from a severe stroke he had this year. This makes the job harder for Cullen as he has to seek approval from Mr. Gilbert and show this is something that will also benefit Mr. Gilbert. This will make recovery in Detroit easier. He says Detroit suffered badly in the 2008 economic crisis, and he does not want to see this happen again. Fortunately Mr. Gilbert, who is in therapy, has approved the action of Mr. Cullen. Cullen has to show that out of work local people in Detroit and empty storefronts hurts Mr. Gilbert as well as Detroit. So both come out winners from forgiveness for rent for a couple of months.   ...

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This report in DW.com discusses the quick rise of Annalena Baerbock, 40 years, to the co-leader role with better known Robert Habeck, 51 years, at a party conference in 2018. In the winter of 2019 she was supported by a huge 97% of delegates at the party conference, with Habeck getting 90%. She has an advantage in foreign policy issues with her education in England at the London School of Economics, where she studied for her Masters degree in International Law. She speaks fluent English, rare in German politics. Baerbock spent 1 year in the US when she was only 16 years old. Very useful now with changes in Europe, the US and India. Boris Johnson in Britain, Biden in the US, and Modi in India, all speaking English.  She has spoken up against xenophobia, and being from Potsdam in the east is able to understand issues facing East Germany. A big change Baerbock says happened in 2019. Then she and Habeck decided to open up the Greens to become a big tent party that welcomes people from all sides. This was a smart choice at the time as Germans moved away from the two main parties- the SPD and the CDU. Dismay from the Schroder years when working class issues were ignored, and dissatisfaction with the Merkel years when investments in infrastructure, social care, health, education were neglected.  AfD support has stalled with the end of the migrant crisis and immigration no longer an issue. Baerbock says today of that 2019 party conference- "What we knew then was that we wanted to open our party up, that we wanted to make policies for a broad society: inviting and with clear objectives. Here today I want to make an offer, for the whole of society, as an invitation to lead our diverse, strong, rich country into a good future." Key changes that could happen in Germany in 2022- Phase out of coal powered energy by earlier date than 2038. No support for increased defense spending. Yet this is not likely to be an issue with the new American Biden administration. Infrastructure and vital investments in health and education would become a top priority similar to the US, UK and India. Careful policy coordination by Germany with the US, UK, France, India and Japan, and other EU nations, as the world shifts into a period in which lessons learned from the pandemic and the last three decades lead to renewal of supply channels and renewal of societies.   ...

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The Journal's interview with Weight Watchers International CEO, David Kirchhoff. Weight Watcher's strategies focus on increasing its online business and getting males to join Weight Watchers. According to Kirchhoff it has 1.4 million people, 90% of whom are women, attending meetings each week all over the world. Online business is surging, with an average of 1.8 million additional subscribers for the first 3 quarters of 2011. In the first 3 quarters of 2011 the online business showed gains of 70%. Estimates are for the online business to generate $400 million in revenues and $200 million in operating income in 2011. Today 65% of the business is in the U.S. and a large part of the rest is in Europe. Kirchhoff sees new opportunities in China, where poor lifestyles- the use of the internet instead of being outdoors, and the increased access to all kinds of food- is creating a surge in obesity.

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In launching the Ayushman Bharat Digital Mission prime minister Modi says it "has th potential of bringing a revolutionary change in India's health facilities."  Following the launch of Arogya Setu app and the 900 million vaccine doses given under Co-Win for the free vaccine campaign this is the next step.  To take healthcare facilities to a new level and integrate it with technology prime minister Modi noted the 1.25 billion remote consultations under telemedicine that have taken place since March 2021 under e-Sanjeevani. Using this people in all parts of India are able to connect with doctors of large hospitals in cities. Ayushman Digital will connect digital solutions of hospitals across India to each other. This would make process simplified and enhance ease of living. Under this plan every citizen would now get a digital health ID and health records digitally protected. The overall model is for preventive healthcare and in event of disease easy, affordable, accessible healthcare.  Part of the plan is to build the facilities and resources to be able to handle needs. For doctors and para medical manpower a comprehensive network of AIIMS and modern health institutions is being setup, and one medical college is being setup for every 3 Lok Sabha parliamentary constituencies. In villages and rural areas primary health care network is being strengthened. Over 80,000 centers of this type have been operationalized.    ...

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About 80% of Ballmer's money ($150 billion -former Microsoft CEO) is in Microsoft stock and 20% in index funds. He tried investing in stocks, Colgate Palmolive at advice of Jim Cramer a college buddy. Then tried diversifying. Tried money managers and found it difficult to find ones that outperform. So he dumped them all. His approach was shaped by Warren Buffet who says put it in S&P shaped index fund. He says-  Keep it Simple. Keep it Simple. We are financially blessed. What I seek says Ballmer is not to have anxiety, not to have to spend a lot of time, where we are blessed enough if we make 7%, the standard S&P return in the long run. He had luck listening to the right people and his loyalty to the company.  When Balmer left office as CEO in 2014 Microsoft market capitalization was $300 million. Ten years later it is $3 trillion with work on cloud computing and AI. Microsoft gained 29%  each year in that period including dividends, the S&P 13% with dividends, endowments 8%. As investor non-investor Ballmer now exceeds $150 billion and is No. 9. Most investments are in one trick ponies Google for example or in two trick ponies Apple, Amazon or Microsoft. One trick pony means they milk it, and milk it, and milk it. Three trick ponies not many you can find. ...

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India's second largest airline SpiceJet looks for new investors after posting 5 straight quarters of losses in the highly price sensitive Indian airline market. SpiceJet needs about 6 billion rupees to solve cashflow problems, according to CFO of the Sun Group, which owns SpiceJet. IndiGo is now the only airline making a profit in India. Jet Airways sold a stake to Etihad Airways, Air Sahara was absorbed into Jet Arways in 2006, Kingfisher is deeply in debt and grounded all planes. Analysts say the price of fuel is 60% higher in India than the average globally and customers price shop intensively, as a result airlines do not have enough cash flow for a week.

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Prices can top $100 a barrel, some reasons why this is possible including depleted old field and lower production relative to demand. Important article by King and Chazan because of the experts from Aramco, IEA, and Schlumberger being all pretty much aligned in their view and reasoning that not much is happening in the way of oil exploration and production is happening to meet the extra demand from India, China and deveoping countries. Aramco expert cites older depleted oil fields with a 15 year production plateau, Saddad Al- Husseini estimates that price will go up by $12 for every million barrels a day in additional demand. Nobuo Tanaka the new executive director IEA thinks supply will not keep up with demand because many oilresource rich countries are not bringing in outside investors, and also because he is not sure there will be enough investment, skilled workers and technology to to get the oil out in a timely manner. Note there have been constraints in engineering and manpower shortages. And Andrew Gould CEO of Schlumberger says that 70% of the oil fields are over 30 years old, amd just in the last four years from 2003 the demand has increased by the production thats generated from North Sea and Mexico....

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Procter and Gamble's new CEO, Robert McDonald, set a new goal of over half a million customers a day for five years, hoping to add people in remote villages of China, India and other developing countries for its shampoos, toothpaste, diapers and other products. In many places people are not even familiar with the products like diapers, and need education about the benefits and use. McDonald sees the potential as just "absolutely amazing, amazing." And under the prior CEO, Lafley, progress was made in Mexico, and developing countries are now 32% of the $78 billion in sales, up from 23% four years ago in 2005. Sales are doubling every 4 years in these countries. In Mexico the marketing at low price points throughout Mexico has moved sales per capita to $20, which compares to $1 for India and $3 for China. The idea is to move China, India and places like Nigeria up to the Mexican level. McDonald sees sales growth of $40 billion with this move. Distribution is a challenge, and new ways to use these products and their design for low price markets and local customer habits is needed to make this a success. Families that don't use diapers are encouraged to start using them only once a day at night to promote restful sleep, and young girls are introduced to feminine hygiene pads. Shampoo is in tiny packets for 1-2 uses and may cost no more than an egg. Even though this puts P&G in head on competition with better established Colgate and Unilever, P&G executives see the efforts of all 3 companies actually helping to educate the people in using these products and broadening the market for all. ...

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Toyota is expanding an original recall announced in late 2009 for 4.3 million cars by adding an additional 1.1 million cars. That recall involved pedals catching on floor mats. The original recall followed afatal car accident for a Lexus E350 sedan on a San Diego highway when it accelerated out of control killing all 4 occupants. For Akio Toyoda this comes as something he suspected could happen when he assumed the CEO position last June. He said then that Toyota had made amistake in the last decade with its push to become the world's largest carmaker under previous CEO's Okuda and Watanabe. See the links to this where his father Shoichiro Toyoda had serious concerns about how the company was run and a sense of foreboding about problems still to come. Shoichiro's sense was that the company was becoming too complacent and expanding too quickly. This was also the reason he worked behind the scenes to get Akio into the CEO position as someone who could take Toyota back to its original spirit. This may make swallowing the problems -and the apology which has taken so long for Akio- more difficult, as he had a sense all along that things weren't running the way they should. Under Okuda and Watanabe the quality problems were already becoming evident. Okuda became CEO in 1995 and chairman in 1999. Between 2000 and 2007 Toyota sales expanded from 1.6 millon to 2.6 million in the USA and it expanded with new manufacturing facilities in the USA- a full size pickup plant in San Antonio in 2005, a RAV4 sport utility plant in Ontario in 2008 and another plant in Mississippi. With the rapid expansion came quality problems and in 2005 Toyota recalled 2.38 millon vehicles, more than it sold that year. Watanabe who was president in 2006 delayed introductions of models for 6 months to give engineers more time to work on improvments in design. A two month internal review showed at the time that the product development process was'nt working the way it should- it showed that engineers were not conducting the rigorous quality checks that were an established practice at Toyota and sending out products relying on computer simulations. Toyota engineers from that period say the current problems may have some connection to problems that may have not been completely addressed from that period....

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Dubai airport had 67.3 million passengers in the 12 month period through Feb. 2014, according to Airports Council International. Emiraes airline is based in Dubai. It was setup in 1985 using a $10 millon grant from the government of Dubai and 2 Boeing 727 planes. The precipitating factor was a cutback in flights by Gulf Air between UAE and Pakistan. Emirates benefitted from a business friendly environment in Dubai and open skies policies that helped the aviation sector grow. Another factor helping rapid growth is that the CEO of Emirates, Sheikh Ahmed bin al-Maktoum, is chairman of Dubai Airports and Dubai Civil Aviation Authority, chairman of the low cost carrier Flydubai, and is the uncle of Dubai's ruling king Sheikh Rashid al-Maktoum.

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Old Lane hedge fund firm with old Morgan Stanley executives, was bought for 800 million by Citigroup partly for the executive talent of old Morgan Stanley executives. Mr Pandit reaped $165 million from the deal and Mr Guru Ramakrishnan, the CEO, tens of millions of dollars. How successful a firm was Old Lane and where is it now? Old Lane was started in 2006. It has returned all the money to original investors last summer, broke even on its original investments, and it has not lost money in the brutal market conditions. The hedge fund unit is now pretty much closed and the executives like Ramakrishnan are leaving. With Citi's worsening condition the hefty price tag for Old Lane has angered investors.

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Microsoft shares were up 7% after the announcement about the departure of Steve Ballmer from the CEO position. Steve Ballmer became president in 1998 to run Microsoft's operations. He was a college buddy of Microsoft founder Bill Gates at Harvard. Ballmer graduated from Harvard with a degree in mathematics and economics and worked for 2 years at P&G before Gates persuaded him to join him at Microsoft. For decades the duo of Gates and Ballmer ran the company till Ballmer was made CEO in 2000. Ballmer completes three decades at Microsoft. During most of this period Ballmer focussed on protecting the existing franchise of Windows operating systems software and the Office suite sold on all PC's except Apple Macs. Missteps include Windows Vista, which was followed by the more successful Windows 7. Windows 8 has failed to make a significant dent in the market. A poor decision in retrospect to acquire Yahoo for about $44 billion did not happen, as Yahoo did not pursue discussions. The efforts in smartphones with Nokia and the Surface tablet have failed to produce results. Under Ballmer Microsoft only gradually shifted to cloud computing. The departure of Ballmer comes as a major reorganization was underway in 2013, and the company was shifting its strategy to become a provider of devices and services in place of its main role making software sales for PC's....

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A hard fought election in Brazil between Mr. Bolsanaro and an ex-president Lula da Silva. Voting is compulsory in Brazil for all those who are literate and between age of 18 and 70 years. There are 156 million registered voters. President and members of Chamber of Deputies are elected for a four year term. Elections also take place for 27 governors for 26 states and one federal district. If no candidate in elections for president or governors gets 50% of the vote the vote heads to a runoff on October 30 between the top two candidates. Bolsanaro is supported by evangelical Christians in a Catholic country, rural landowners, and business people. He was a deputy or member of parliament for the state of Rio de Janeiro for 27 years, who won on a law and order and anti-corruption platform in 2018. Lula da Silva is a former trade union leader who was president from 2003 to 2010. He was popular during a commodity boom in Brazil's soyabean and iron ore export boom to China that financed social support programs. A corruption scandal affected his successor from the Worker's Party leading to the change in government after the collapse of the commodities boom. After he was given a jail sentence under the Bolsanaro government he was released by the Supreme court decision in 2019 that declared there was a lack of due process in his conviction. Mr. Bolsanaro also as a program to benefit poor families that is called Auxilio Brazil to replacve Lula's Bolsa Familia. Payments to 18 million recipients were increased in August and a monthly stipend was added for taxi and truck drivers by Bolsanaro. The competing interests and the pandemic with the high toll of around 685,000 deaths have created a highly contested election. ...

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President Biden's action to protect consumers when there is a run on the banks such as SVB bank, Signature, Republic bank in the US. And the coordinated action with European central banks and European governments that protect the international banking system because of the interconnections between US and European banks and risks of contagion from one region to another. Janet Yellen at Treasury and the FDIC, Federal Reserve, Swiss central banks worked together on Credit Suisse and other banks affected by the collapse of Silicon Valley Bank and Signature bank. The Federal Reserve bank of San Francisco supervised SVB bank and flagged the problems of it not being able to sustain itself in a crisis with enough cash on hand. Congress under president Trump removed banks under $250 billion in assets from supervision which made it difficult for the San Francisco Fed to take the problem of SVB to the next level or to be able under the law passed during the 2009 financial crisis to regulate SVB and impose the Fed's requirements. A problem exists  of lobbying by banks for less regulation and the influence exerted on the US government and even the Fed. Spreading of ideas that a culture of laissez fairre or little regulation works well for the banking system contrary to evidence from the 2009 financial crisis and the mismanagement of banks such as Credit Suisse, Goldman Sachs, with frequent or egregious behaviour leading to settlements with the government. All it takes is the failure of one significant bank even if it is not a large bank, and the spiralling effects on banks with weakness of some kind for a crisis of confidence in the banking system. The role of lobbying by SVB bank and its CEO's appointment to the board of San Francisco Fed is seen as part of this self serving culture. ...

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AMR announces it will purchase 260 A320 planes from Airbus and 200 additional 737's from Boeing. This is the first order from Airbus since the 1980's. Airbus and Boeing have agreed to $13 billion in lease financing to fully cover 230 deliveries . AMR president Horton says financing has been arranged for all othe orders from 2013 to 2016 and for 80% of 2017. This is critical because AMR is still losing money. Its second quarter loss increased to $286 millon from $11 million the prior year. Total debt is at $17.1 billion on June 30, 2011 compared to $16.1 billon the prior year, and cash balance at $5.1 billion the same as prior year. The new order will help reduce fuel costs. They will use 35% less fuel per seat than the old MD-80 planes according to AMR CEO Arpey. The new engines on the aircraft deliveries of A320s and 737s in 2017 and 2018 will provide even more fuel efficiencies compared to the 737s and A320s for this model year. For this reason Standard &Poors says the large order and financial commitment by AMR does not affect its ratings. It said the order will result in an airline that is over time more profitable because of the fuel effiencies gained but also more heavily indebted. S&P estimates of fully adjusted debt are at $24 billon. For Boeing the order means a decision to go with a new engine 737 and not an all new model that would succeed the 737. The technology was there says Jim Albaugh, CEO of the Boeing commercial plane unit, but the production system was not clearly understood to get production to 60 planes a month and avoid delays. For Airbus the AMR order is a significant advance. Except for Southwest which has an all 737 fleet, AMR was the last holdout without any Airbus planes. And the decision by Boeing to stay with a new engine 737 means Airbus wil not have to worry about Boeing leapfrogging the A320neo, which is anew engine A320. ...