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Tells the story of Cherry, a state owned company that is China's largest independent car maker. It started about 1995 with just an idea in the head of Zhan Xialai an assistant to the mayor of Wuhu, and some other local government officials, in a poor eastern province Anhui who saw this is a way to boost incomes and growth in the province. Zhan brought in Zhoua manager in a cityowned building supply company. They brought in Yin an Anhui native who worked at a VW joint venture. In 1996 Zhou went to England to buy engine assembly equipment discarded by a Ford plant there and in March 1997 started building its first factory. It hired a Taiwanese company to help design its first model the Fengyun or Wind Cloud which it cobbled together using parts from component makers that supplied the China operations of VW and GM. It was not till Dec 1999 that the first cars came off this makeshift assembly line. And then it ran into bureaucratic obstacles as the company did not have a government license to be in the auto business . To solve this it became a part of the Shanghai Automotive Industry Corporation a large state owned company that had partnerships with VW and GM. Then it wasn't till 2001 that this Fengyun made it to market with 28000 being sold that year. Cherry then began work on a 4 door hatchback minicar that was called the QQ when it went on sale 2 years later in 2003 and looked like the Chevy Spark, a GM model. GM sued Cherry in Chinese court in 2004 saying Cherry had copied its design for the Spark and the lawsuit was settled in 2005. The settlement was described by Cherry as "very friendly." GM may have secured other concessions for manufacture and assembly in China because the QQ was then manufactured with local partners at a plant in southwestern China. It is Cherry's No. 1 model and far outsells the Chevy Spark. About this time in 2003 a big shift was ocurring in China as the car market was being pushed up by continuing development of infrastructure and road expansion, new ventures from Europe and the US expanding car sales in China. Government planners and executives began thinking about how China could develop its own potential in this growing and about to explode market. They decided they had to move upscale and buy the best technologies from Europe and the United Staes and recruit Chinese engineers working in the automotive industries in these regions. This led to a new phase of massive new investments. One of the goals after Cherry's brush with GM over copying its designs, was to acquire and then develop the technology so that it would be Cherry's own technology. In 2003 Cherry hired Xu Min an engineer at Delphi who was an Anhui native and was a specialist in combustion and fuel injection. They turned to an engineering consulting firm in Austria that specializes in internal combustion engines, and this firm AVL List GmbH agreed to train Cherry engineers to design and build the sophisticated engines. The culture that has grown up around this company in Wuhu, Anhui province, is also what drives the company. It exhorts employees in posters hanging on factory walls, "Know plain living and hard struggle." And in some areas of the plant JD Powers charts showing where Cherry lags behind its western counterparts in quality control surveys are shown on bulletin boards. Zhou, Zhan and Yin are known around Anhui and in the rest of China as "the Eight Guardians", a reference to eight defendors of the faith in Buddhist legend. ...

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Couple of things stand out. First an aging workforce at the oil companies. At ConocoPhillips half of the workers are eligible for retirement in 5 years. According to the Society of Petroleum Engineers about 40% of petroleum engineers are over 50 today. This also means that they are higher paid employees and takes up more of Conoco's budget for exploration of $11 billion as a compared to a younger workforce. What the industry needs is lots of people to do the explortation and drilling jobs from construction labor to project managers, to geologists and petroleum engineers to geoscientists. About half a million petroleum related jobs were lost between 1982 and 2000 when the oil industry had low prices and plenty of supply leading to large layoffs. During 1982 to 2003 petroleum related undergraduate programs saw enrolment drop dramitically by 85%. Now the industry is paying the price with severe people constraints when demand has picked up. Cambridge Energy Associates estimate is that there would be about a 10-15% deficit of people even a few years from now in 2010 because it takes time to turno out new engineers and geologists. Today there is big interest on campuses in petroleum engineering and petroleum related fields. Its the highest paid field for college grauates at $68,000 average and at schools like Texas Tech its $100,000 average. Still only 3700 petroleum engineering students are enrolled on campuses compared to the peak of 11,000 in 1983 so there is some hesitation about this field because of the cycles of ups and downs. The novel approach that oil companies are adopting of turning to the auto industry and to academia to fill the people needs is worth watching because here are 2 industries going in opposite directions and whereas one has a shortage the other has qualified people who have no opportunity, a shift makes sense and training to make that shift makes a lot of sense. The Association of Drilling Contractors has teamed up with Ford Motor Company to hold a career fair to attract auto employees who are subject to buyouts....

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The Japan Automobile Dealer's Association says Toyota's Prius hybrid was No. 1 in sales in Japan in 2009 with 209,000 sales, three times the sales in 2008. This shows the high popularity of green cars in Japan and a sign of future trends. Hybrid sales made up 10% of new vehicle sales in Japan in 2009. By comparison hybrid sales in the U.S. were 2.8%. Second in car sales in Japan was the Honda Fit, third the Toyota Vitz, both small fuel efficient cars. About 1.6 million Prius cars were sold worldwide from 1997 to 2009, according to Toyota. Toyota has kept the price of the Prius affordable by pricing it at around $22,000.

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Fuel efficiency standards were left way below the rest of the world, just look at the graph showing Japan and Europe way above the US in fuel efficiency standards, and the US lagging behind badly. Europe and Japan with standards close to 40mpg vs the US below 30 mpg. Any sharp business person can tell one that if there was too big a gap, it would be a cause for serious concern, because the Japanese for instance would also have developed the technologies and manufacturing facilities to support the fuel efficiency standards. There were some serious dangers in falling behind. That is what has happened as the Japanese carmakers have take market share from the US in the American car market.

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Baker and Erlanger describe Russian president Putin's effort to finance parties on the right and the left to oppose western sanctions on Russia. The effort by Russian television RT to spread disinformation in the European Union. The goal is to create fractures in European unity and weaken the European Union and NATO. Other experts such as former national intelligence officer, Fiona Hill, and former assistant secretary of state, David Kramer, are skeptical about the effectiveness of these methods. These methods may also come from an old book of methods from the Cold War period because of president Putin's experience in Dresden during the Soviet days, which current European Union leaders would see as having little relevance to the global economy and global scene of today. The rise of the smaller parties in Europe in opposition to the traditional parties has more to do with the difficult economic conditions in Europe, and has little in common with Russia and its problems with its oil dependent economy and its interests in Eastern Europe. As the 2015 Pew Research survey on Europe shows, opinion is shifting towards greater support for the European Union as economic conditions improve, and is likely to move further in this direction with a return to economic growth. Favorable views of the EU which dropped from 60% in 2012 to 53% in 2014, was up to 61% in 2015, according to the survey. The Euroskeptic parties are viewed "as a good thing," as a way to shake up the complacency of the major ruling parties in tackling the economy, according to the Pew Europe Survey. In the percentage of people who see the Euroskeptic parties as a good thing for the country- Podemos left party in Spain gets 70% favorable rating, UK Independence Party 66% favorable, Five Star Movement in Italy 58%, AfD in Germany 50%, and much less so in France with 36% saying this for the National Front, and 36% for the New Right in Poland....

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Tougher sanctions on Russia in July 2014 with the addition of Moscow Bank, VTB Bank. Sberbank was not added but other steps limit its access to financing in European financial markets. The limited access to international capital means banks and other companies will have to turn to the government for financing. Growth was estimated at 3.8% and lowered by the IMF to 0.2% in its latest forecast for 2014. It could turn negative, showing the impact both of the emerging markets crisis in early 2014, compounded by the crisis in Ukraine in the second quarter on the Russian economy.

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Russia's decision to make Crimea an autonomous region inside Russia. This follows a referendum in which Crimeans voted to join Russia. Russian president Putin says Russia has no further interest in the rest of Ukraine.

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Production declines by a steep 80% in the first half of 2014 in Venezuela's auto industry. Ford, GM and Toyota cut production and leave facilities idle with a lack of parts supplies and other problems.

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Romney's advisors work to re-focus the campaign with more time spent by the candidate in the swing states and states too close to call- Iowa, Colorado, Wisconsin. This is in addition to Ohio, Florida and Virginia, which are seen as critical.

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Wagoner became President at age 45, CEO at age 48. So you would think that young blood is coming in to GM, but that does not appear to be the case. At the Board level most of the Board members like George Fisher formerly of Motorola, have been around for a long time, and there does not appear to be new blood that would bring in fresh thinking. And serious decisions about investment in developing new technologies to develop fuel efficient cars, like hybrid technologies, electric and other alternative technologies, diesel technology, have been held up for years at General Motors. The way decisions are made on such issues with Board members voicing their opinions more than wrestling seriously with the issues, shows serious shortcomings of management and the Board. At key points of decision making the CEO and key members of his team had not prepared carefully, and Board members did not come up with serious thinking on the problems facing GM. It, appears that the investment in technologies to develop fuel efficient cars much earlier, long before they were finally being addressed in 2006, was a failure of Wagoner's management and of the Board. Management discussed this but continued to be mired in old ways of thinking that continuing with the status quo- cars with existing low fuel efficiency- would not expose GM to illwinds as preferences changed. Its clear from the description here of discussions within GM that the old thinking is quite entrenched at GM, and Wagoner just was not the kind of person who could vigorously articulate a new vision for GM. A couple of things are noteworthy in this account of management indecision at GM. When fuel prices began hurting sales of SUV's and large vehicles in 2005, efforts to get a decision on investments in new technologies for fuel efficiency for the whole product lineup failed at the Board level in an April 2005 meeting. One Board member saying at that meeting, that" do we want to lose another billion dollars in developing new technology for fuel efficient cars." And no one calling him to account that the remark still did not address the point that GM had to respond to the changing market and world oil dynamics, and not just hope for the best, as GM had aggressive competitors, and faced continually diminishing role in the market place for the entire decade of the 1990's. While April 2005 was already at the tail end of the previous era of gas guzzling cars and a decision then would still not have shown a forward looking vision of things, it was not until 10 months later that a decision was reached. And this almost from necessity, as oil prices jumped in 2006 after hurricane Katrina, and by this time President Bush was also calling for higher mandated fuel efficiency standards. The other noteworthy point here is that by making the changes so late in the game, GM had to compress the development cycle for new and some cases unknown technologies into short time frames. If the ingenuity of its engineers comes to its rescue it still faces another hurdle that of cost, because the technologies have to be perfected and improved, so that the costs are low enough for customers, and importantly comparable with what it is costing competitors to make the same fuel efficient technology engine or other part. Which is why one Honda executive remarked, "GM like everyone else is serious about this, because they have to be, but how many of their hybrids and how many Volts will they sell? Their technology is very expensive." Even if GM develops the Volt electric car by 2010, GM will need a whole range of fuel efficient technolgies to power its large product lineup. Its just to hard to avoid the conclusion that this is going to prove costly. All the dragging of feet and indecision, and failure to prepare GM for a different world in case something drastically different from what was expected happened, will prove very costly especially considering how aggressive and well financed some of the Japanese and German competitors are. It also hard to avoid the conclusion that there is too much bureaucracy at the large auto companies, and getting new blood and new ideas and fresh thinking is tough in a place where everybody agrees with everybody else, and there is uniformity of thinking. This makes it difficult for any original or wayward types to thrive. These bureaucracies look up to the top for direction. Initiative is discouraged on one hand, and at the same time even if a new direction is taken at the top. a lot of resistance can be expected to implementing it throughout the company without persistent persuasion and reminder of new facts and realities. This is true for both Wagoner and Mullaly as they face the skepticism of subordinates to new direction. Mullaly for instance has to remind his managers that large vehicles are only a small percentage of the entire global market, and if Toyota is making money in small cars so can Ford. See the link to this. Is Toyota immune from bureaucracy type behaviour throughout the company? Not really, Toyota's chairman emeritus came out of retirement in fact and went out of the way to caution its CEO and management about their complacency a year or so before. Shoichiro Toyoda personally intervened to caution against too much expansion in the US and climbing wage costs, and other risks they perceived such as the company managers in the USA appearing to be resting on their laurels. See the link to this. A lot of discussion is probably going on within these companies about the present state of affairs, and considerable anxiety for what the future will bring. It may be useful to ask the question is there something that makes it difficult for once successful organizations -now with entrenched bureaucracy and set ways -to put forward leaders with vision and foresight, till it becomes very late? The vision and foresight about where their markets and the world is heading, and the ability to move their organizations in that direction. Or to break out of old patterns of behaviour and thinking....

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Experts at the East-West Center in Honolulu, say China will add about 55 million barrels to its strategic reserves in 2012, which is another factor that will keep oil prices high in 2012. A number of new storage locations are coming on stream to store the additional reserves. China imported 5.57 millon barrels a day in March 2012, an increase of 8.7% from the prior year month. Oil imports for the 1st quarter of 2012 increased by 11% over the prior year quarter, according to China's General Administration of Customs. This is a much faster pace than imports in 2011, which increased by 6%. China is building its strategic reserves to reach a goal of 90 days supply similiar to the U.S. strategic reserves. Lu Tienan, director of China's National Energy Administration, said at a conference in the first week of April that current total oil stocks, including strategic and commercial are enough for 40 days. It is doing this in the face of higher oil prices, because of the threat of sanctions against Iran's nuclear program could lead to a cutoff of Iranian supplies. China's oil imports from Iran were 11% of total imports in 2011, making this an urgent priority for China. Estimates of the East-West Center are for crude oil imports at an average of 5.77 million barrels a day in 2012, an increase of 13% over 2011. International Energy Agency estimates are for China's total oil demand for 2012 to be 9.9 million barrels a day in 2012, an increase of 6% over 2011....

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A big change for the presidential election in 2012 is the lopsided way in which white voters who are struggling with job losses or seeing economic difficulties are alienated from President Obama. By 58% to 32% these voters favor Romney over Obama in a May 2012 Wahington Post-ABC News poll, a 26% margin. Of those struggling financially about 7 in 10 lack a college degree. This is happening even though 31% of these voters in this poll say they are Republicans and 27% Democrats. It is true that Obama could still win in 2008 losing this group 58% to 40%, an 18% losing margin, similiar to Kerry in 2004, and Al Gore in 2000. A wider margin of 26% poses more risks if the unemployment situation and the economy looks weaker by November 2012.

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Sheila Bair, former head of the U.S. FDIC, points out flaws in the rules for capital adequacy ratios and risk weighted assets which allow banks to increase their capital adequacy ratios. The ratios show the financial strength of the banks and their ability to absorb losses, which makes their accurate calculation very important for the safety of the U.S. banking system, especially with large "too big to fail" banks. Bair says the 2013 U.S. Fed stress tests showed Bank of America as having a capital adequacy ratio of 11.4%, when it should actually be 7.8% without the risk weighted adjustment. The mortgage banking crisis showed how the risk wieighting can be flawed and give a distorted representation of the acutal risks facing the banks in its assets. For Morgan Stanley the 2013 stress tess by the U.S. Fed showed the capital adequacy ratio at 14%, taking out the risk weighting adjustment this drops to 7%. Bair says its not the idea of risk weighting that is the problem, but the way it is applied- for example considering sovereign government bonds in the eurozone as zero risk, or that only 20% of the accounting value of debt one banks buys from another bank is to be taken into account in setting the ratio. Go back to the drawing board she says, it makes no sense that Citibank debt be shown as having one fifth risk of IBM's. ...

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Matt Miller's stump speech as an independent candidate and his 7 proposals for Renewing America.

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A poll by Reuters and the University of Michigan in mid 2012 shows U.S. voters by a large margin of about 10% feel they are worse off in 2012 than they were in 2008. The situation in working class towns such as Allentown, Pennsylvania, is likely to be critical for the outcome of the U.S. presidential election of 2012.

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Russia raises interest rates by 6.5% to 17% on Dec. 15, 2014, as Brent crude prices fall below $60 and pressure on the ruble increases. Anticipation of the U.S. Federal Reserve raising interest rates in 2015 puts pressure on emerging market currencies, adding to pressure on the ruble. All emerging market currencies, the Brazilian Real, South African Rand, Indian Rupee, Indonesian Rupiah, Turkish Lira, also come under pressure as money flows out of emerging markets in a repeat of the situation in January 2014.

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Russia experts Robert Nurick of the Atlantic Council, and Graham Allison of the Belfer Center of International Affairs at Harvard, see a sea change in attitudes to Russia following the interventionist policies of president Putin. The Obama administration will now focus on limiting Russian influence for the remaining two years of Obama's second term. There is a loss of faith in Putin on the part of Obama and close advisors. Russia is seen as a regional power, and the Ukraine crisis is seen as having a serious impact on the Russian economy through decline in trade, foreign investment and capital outflows. Russia is a regional power because it is not the same as the old Soviet Union, it is much smaller, with a declining population, and dependent on oil revenues, and in this sense not the Russia U,S, president Truman and Kennan faced during the Cold War. Obama advisors see Putin's actions as counterproductive for Russia, as the economy is now seen as contracting in 2014, making its actions in Syria, and in Ukraine, unwise foreign policy moves that hurts Russia's economy and future prosperity. Democratically elected leaders in Turkey and Russia with control over the media and shutting down the opposition using control of the judicial process, have shortchanged democratic ideals, and in the process concentrated powers in one leader. This creates risks of arbitrary exercize of power without the checks and balances that are built into a truly functioning democracy, with foreign policy errors eventually leading to a resolution of the conflicts created as these policies are increasingly called into question. Putin and Erdogan were reelected because of economic growth- a contractionary economy or steep declines in growth put everything at risk. A footnote on Kennan, American diplomat and linguist, is appropriate. A quick reading of Wikipedia's excellent account of Kennan will show that Kennan was in favor of a nuanced approach to Russia based on changing conditions. He observed that policies that were seen as anti-Russian actually helped Russian leaders throughout history solidify autocratic type rule, which actually hurts Russia's normal evolution and development. Normal development and evolution similiar to ways Germany and other nations left behind Prussian history and traditions for a open, free society, and in the ways even the U.S. left behind older practices such as slavery in the south and limited representation democracy. In fairness to Kennan it should be said that containment of the Cold War was more a Truman-Acheson doctrine- continued under Eisenhower by Dulles-Nitze, and under Kennedy by Rusk-McNamara- which has roots in Soviet intentions of destabilizing war ravaged western Europe starting with Greece, following similiar efforts in Eastern Europe. Truman was right in aiding Greece, but the U.S. needed to be aware of changing conditions and not take a rigid stance, and get locked into supporting client states just because they were "our guys," a lesson Kennan emphasized throughout his life. Putin and Erdogan use appeals to Russian and Turkish nationalism to improve electoral support and stifle free expression of ideas necessary for growth in any society. This also provides a way to have a discussion with our German friends on engagement and economic relationships, without the rigid outlook of a Wilsonian or Acheson-Dulles kind. ...

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The SEC requirement that companies disclose the ratio between median worker pay and the pay of senior executives. The SEC says it is putting out the rule as part of implementing Dodd-Frank legislation to control excessive executive pay. Companies will be allowed to survey a fraction of their workforce as appropriate for companies with global operations. Executive pay will include pension benefits and stock options under the new rule. A WSJ chart using information from the University of Southern California and the Bureau of Labor Statistics, shows the ratio between what CEO's on average make and rank and file workers make remained at about 30 times in the post war period till about 1970, a period of rapid growth in the U.S. economy. By 1980 this climbed to about 60 times and exceeded 100 times by 1990. The period of stratospheric growth for CEO pay and extreme widening of the gap then occurs between 1990 and 2000. By 2000 the dot com boom- telecom boom and the internet- creates a surge in executive pay reaching over 500 times. This drops to about 280 times in 2008 and picks up again to reach about 320 times in 2011. Many of the poor business practices, the excessive leveraging and risktaking in the financial industry, take place against this background of excessive pay for senior executives. Some of that risk was passed on to others through such methods as securitization in the period leading to the 2008 financial crisis, so that executives were compensated with higher pay for taking excessive risk that they personally or their companies did not assume. Dodd-Frank legislation following the 2008 financial crisis sought to correct this imbalance by having pay information disclosed. The excessive pay has also coincided with an increase in the frequency of boom-bust cycles in the economy. The busts prompted the needs for intervention by the U.S. central bank, the Federal Reserve, to drop interest rates more than would otherwise have happened during this decade, culminating in the huge bond purchases and monetary easing by the Bernanke Fed. The SEC under Mary Jo White is mindful of these distortions in the economy as a result of misallocation of resources based on excessive executive pay, and the need to take action before the next crisis. ...

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A WSJ/NBC poll of Sept 20, 2012 showing Obama with a eight percentage point lead in Iowa, and a five point lead in Colorado and Wisconsin.

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Dow Chemical CEO, Anthony Liveris, is co-chair of the Advanced Manufacturing Partnership, an effort to bring together federal government, industry, universities and other groups to invest in new technologies that would generate good-quality jobs and increase U.S. competitiveness. He writes this letter in the Wall Street Journal to correct two misperceptions. The first, is that government has no significant role in nurturing an environment that is good for business and manufacturing industry. Because other countries, including China, are now operating like companies, it is important not to let the U.S. be in a disadvantageous position. Government has always been involved in its writing of tax and incentive policies, regulations, trade agreements, and creating a climate of certainty. The second, is that the loss of manufacturing capacity and job losses in the last 10 years are different from the job losses in the 1980's. These are not the low tech and less efficient manufacturing job losses of the 1980's, but job losses as a result of moving advanced manufacturing capacity and research and development centers to outside of the U.S. Of the 8 million jobs lost in the last recession, he says two million manufacturing jobs of higher pay and supporting employment in other sectors were lost. His point: its time to focus on expanding manufacturing in the U.S. because manufacturing is the sector with the highest multiplier effect on other sectors. Public-private partnerships are critical to this effort for increasing technology development and increasing investment. This view is supported by other experts....

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How GM is seeing the value of new technologies not just for their value in commercialization but in the value in brand image. To be seen as the innovation leader does a lot for brand image and this does a lot for selling cars across a whole lineup which does't remotely use that technology. This is the case with hydrogen fueled cars and GM is now taking this challenge seriously. Refueling remains an issue but all untested technologies have to start somewhere and GM wants to be seen as an innovator from now on.