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No less than a report by Harry Truman's Commission on Migratory Labor in 1951 says-  Migratory labor caused low wages in the Southwest and traced social ills to illegal immigration: “The magnitude … has reached entirely new levels in the past 7 years.… In its newly achieved proportions, it is virtually an invasion,” the report says. What one sees from this archive of the US Congress is that there ebbs and flows back and forth on migration across the southern border. The trade unions and even Harry Truman's Commission come out for restricting migration depending on this ebb and flow. Remember that Asian immigration is flatly opposed from 1910 to 1950. twenties - open to meet farm labor needs, 40% of US vegetables grown in the southwest. thirties - with the Great Depression a Hoover deportation effort forties- welcoming immigrants to meet war needs under Franklin Roosevelt fifties- under both Truman and EIsenhower the welcome ends and apart from the bracero program for agriculture, the Eisenhower administration conducts Operation Wetback. The House of Representatives Archives show the history of Hispanics in the southwest and immigration from Mexico in the period of the 1930's to the 1950's. One sees the effects of the Depression and Labor's AFL CIO and trade unions favoring limits on immigration from Mexico because of the difficulties American citizens were having finding jobs during the 1929-1934 period. Herbert Hoover moved illegal immigrants back to Mexico in the first program at a time when there were strict limits to Asians emigrating to the US. For much of the twenties the border was left open to meet the needs of the southwest farms for Mexican labor. Then came the war when Mexican Americans joined the war effort in great numbers. After the war the difficulty of finding jobs for troops returning to the US created new pressures to limit immigration. Ike setup Operation wetback to deport about 1 million migrants.   ...

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Vindu Goel provides an exceptional indepth account of the efforts inside Yahoo to reverse ad revenue decline using magazine content of Yahoo Food,Yahoo Tech and other magazines. These efforts are part of a new strategy of CEO Mayer to get Yahoo's user base of 800 million users to visit the site daily.

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Paletta, Hilsenrath and Solomon give an exceptional journalism report on the silence and tension in the room at the meeting on Monday, October 13, 2008, at 3.00 pm in the Treasury building. It was an historic meeting between Treasury Secretary Paulson, Fed chairman Bernanke, and FDIC chairwoman Sheila Bair on one side, and the head of America's leading banks on the other side. The situation was explained, the bankers asked questions, bankers were not allowed to negotiate, and at one point Bernanke had to intervene saying there was no need for this meeting to have a confrontational tone. Wells Fargo's Kovacevich asked why banks had to accept a capital injection. Kenneth Lewis of Bank of America softened the tone of the meeting by saying that "any one of us who doesn't have a healthy fear of the unknown isn't paying attention." Even before the meeting an anxious John Mack of Morgan Stanley asked Paulson for the reason for the meeting and Paulson told him, "come on down, you will be pleased." John Mack who had fought so many rumors of the firm's demise, was surely pleased with the $10 billon injection of capital in Morgan Stanley by the government in return for preferred share and a dividend of 5%, which helped assure markets about Morgan Stanley's future. Goldman Sach's also received $10 billion. The meeting was ended at 4.30pm. Before this Timothy Geithner, head of the New York Fed, acting as the point man went around handing each CEO a term sheet with a place to sign. Another meeting was setup for 6.30 pm and at that time all the term sheets were returned - and all were signed. There was no meeting. Treasury officials and Fed officials and others had hoped that the intervening time would give CEO's a time to talk to their boards, to think things over, and clear their heads. In a few hours the government took preferred shares in the nation's leading banks and injected $125 billion into the largest banks. Treasury injected $25 billlion in Bank of America, Citigroup, and JP Morgan Chase, And between $20 and $25 billion in Wells Fargo, and $3 billion in Bank of New York Mellon, and $3 billion in State Street. Another $125 billon would be injected into other smaller banks in coming days. Officials at Treasury, Fed and FDIC and other government officials hoped this would give a "confidence shock" to the nation's banking system. ...

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The unravleing of Borders bookstores chain in the US, after Borders management failed to anticipate and build on the new trend to electronic books and made a series of mistakes. Borders filed for Chapter 11 bankruptcy protection in early Feb. 2011. Its online strategies simply failed to come up with answers to the cultural trend to online shopping for books and buying e-book readers. A serious bad decision from which Borders never recovered was to transfer its internet operations to Amazon Inc. in 2001. Amazon quickly built up customer relationships with millions of customers. Other decisions followed which put Borders in an untenable position. Borders increased its debt from $159 million in 2001, to $554 million for the fiscal year ended Feb 2, 2008, using the money for overseas expansion and share buybacks, which did little to address the looming internet problem. By contrast Barnes and Noble took the opposite strategy of paying down all of its $667 million in debt. Borders has modest beginnings starting in 1971, when Tom and Louis Borders, started a small used bookstore. By the 1990's bookstores with tens of thousands of books in one location were changing the bookselling landscape, as smaller bookstores were closing. Borders was able to ride this wave. When the next wave hit in 2010 with the internet, Borders was unable to respond and went into permanent decline. A costly trip through bankruptcy court means Borders will have to close one third of its 674 Borders and Waldenbooks stores, and cut a large part of the 19,500 staff. This will mean customers shifting to Amazon, Barnes& Noble, Apple Inc. and Google Inc. Mike Shazin, CEO of Idea Logical Co, a New York consulting firm, says he expects 50% of bricks and mortar bookstores to go away in 5 years, and 90% to go away in 10 years. ...

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Rakuten CEO, Hiroshi Mikitani, lived in Connecticut, completed graduate studies in the U.S. and speaks fluent English. It is now two years since his announcement that all business in the company will be conducted in English. July 1, 2012 was set as a target date after which all employee communication, including internal emails and memos would take place in English. All employees were required to take English language classes and employee tests in the language. Mikitani planned to expand Rakuten's operations overseas, and in these two years it has expanded to 12 countries from two countries, and plans to take this to 27 countries with 70% of sales generated overseas. Mikitani runs an e-commerce competitor to Amazon and he sees opportunities for the company worldwide and the need for employees to come out of their shell. He has long been a critic of Japanese elementary and secondary schooling in English. Most of the 3000 hours studying English after the seventh grade are wasted he says because most Japanese have trouble speaking English. A similiar effort to get employees to learn English has been launched at Uniqlo, a clothing retailer, and there is much discussion about this issue of improving the country's language proficiency as Japan's population ages and companies have to focus on overseas markets....

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Here are some ways to make for a better day at work.  1. Have what is called a "monk-mode" morning when you just keep out all phone calls and focus on "deep work," without distractions. Every little distraction in the form of a call or some other interruption has its costs in terms of having to refocus and not being able to concentrate on the task at hand as it deserves. 2. Have "meeting-free" days. These are days that you can focus, concentrate on tasks without distraction of meetings. Have walking meetings and meetings where you can walk out in the open for fresh air and some exercize. And no phones at meetings. 3. Replace reading with presenting powerpoint presentations. Have people write out their ideas for others to read so that discussion can be engaged and effective. Amazon CEO Bezos never believed in powerpoint presentations and required staff to write so that they could in the process improve on the clarity of their thinking. 4.  Have weekends free of email. This reduces the stress of workers under a manager who spend time writing and answering emails over weekends when they could replenish their energies and come back charged up on Monday morning for a fresh start on a new week. 55. Grab a coffee with a colleague and do some one on ones talking as one walks around the offices. This was done by Intel's Andy Grove as an effective way to get things done eliminating some of the need for formal meetings. This also provides an opportunity for casual conversation Also laugh and socialize in different ways.       ...

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Not only have directors at companies like Washington Mutual, Countrywide Financial and Fannie Mae not taken responsibility for the crisis. They have simply moved on to other boardrooms says Gretchen Morgenson of the NYT. These direcotrs did little when these companies were leveraged and made dubious loans or risky investments. Says Paul Hodgson of the Corporate Library, "these directors have avoided the corporate limelight as far as blame is concerned." Companies like Sunoco, the oil company, Paccar, a truck manufacturer, and Tetra Tech each have directors from these failed companies. Thomas Gerrity, a professor of managemet at Wharton is one of the outside directors at Fannie Mae who is now at Sunoco. Robert Parry, a former president of the Federal reserve bank of San Francisco, was adirector at Countrywide from 2004 to 2008. Parry is on the board at Paccar. Says Frederick Rowe, president of Invesotrs for Director Accountability, a nonprofit shareholder advocacy group, the board member gets $475,000 a year, he plays golf with the CEO, he is apersonal friend, goes to nice places for board meetings, and he is just not going to one word that would jeopardize his position on the board. In the case of GM the board held together in one voice right up to the bankruptcy with a director who was a former CEO of Eastman Kodak and the lead person on the board, insisting that management had done everything right, all the way up to the end. These directors had to be fired once the government took an ownership interest in GM, and before this they survived just about everything, including tens of thousands of jobs lost in Michigan, and the devastation of communities and people around the state. Gretchen points out that the director dysfunction is because its almost impossible to have adirector fired for sleepwalking through the job or simply rubberstamping the maagement's decisions. Shareholders have to launch an expensive proxy fight to oust a director. Currently proposed changes by the SEC to allow those who have at least a stake of 1% in a big company to put up their own nomiees are not effective steps say shareholder advocates. John Gillespie, co-author of "Money for Nothing," a forthcoming book on board failures with David Zweig, says the problem lies in the culture of the boards which determines how directors behave. Solutions he suggests are instituting term limits for directors and separating the positions of board chairman and chief executive....

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The old online websites AOL and Yahoo are going through a transformation. Yahoo finalized an agreement to merge its web-search with Microsoft and much of their advertising busiesses. This leaves Yahoo with its popular finance, sports and news websites which are cheap to run as they are mostly aggregators of other websites' content with little that is Yahoo's own content. Yahoo's plan is to expand its audience , especially in develpoing countries where internet use is growing fast, and to package that audience in ways attractive to advertisers. In October 2009, according to comScore market research firm Yahoo had 158 millon visitors in America, and AOL had 98 millon. Yahoo! Mail has 106 million users monthly worldwide, AOL's email service has 336 million. The difference strategy pursued by Armstrong who is new CEO at AOL is to focus on creating new content. AOL is running about 80 websites covering everything from fashion (stylelist.com) and country music (theboot.com) to local news (patch.com). And has launched a website called seed.com to get people to contribute content. In this way it has about 3500 journalists on its payroll, some 500 of them work full-time. Armstrong thinks advertisers will pay a premium to appear next to this original niche site and home-made content. So far advertising has held up in this severe downturn, with online display advertising -the banners and boxes that show up on websites- at about $3.8 billion in the first half of 2009 in America, according to Interactive Advertising Bureau....

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The WSJ looks at Elizabeth Warren's Medicare for All plan that marks a major shift for the U.S. economy.  Households would see their costs go down by $11 trillion, boosting their ability to spend on other goods and services. Because income and wealth was highly skewed in the past three decades in one direction, the spending capacity of lower and middle income households was pushed down. This and other similar plans would help restore a higher level of spending and with it an essential element of inflation of 2-3% to the U.S. economy which was missing in the last decade. This sets the tone for the kind of broad based recovery that happened after 1950 that strengthened America's middle class and made it the core of the economy, the core of the post World War II recovery in America and Europe. The plan would be paid for by higher taxes on corporations, tax rate of 21% for corporations going back up to 35%, and reverse depreciation schedules in the 2017 Republican tax law. The argument that this would reduce business investment does not hold that much says the WSJ because amid new trade tensions business investment has declined over the last 2 quarters, and has been sluggish overall. The other source for the estimated $13 to $20 trillion cost of Medicare for All plan of Elizabeth Warren is a 6% annual wealth tax on billionaires, in an attempt to have all pay their fair share and reduce wide disparities in wealth. Mark Zandl, chief economist of Moody's Analytics, says his sense is at the end of the day from a macroeconomic view- because $11 trillion in the hands of 80% of households who could boost spending after lagging behind in the last decade- the negative effect on business investment will be cancelled out by the higher consumer spending. The overall effect and today's context is infused in this analysis. Private insurance, premiums for insurance, and out of pocket cost that the public pays would disappear in this new system where all health payments pass through the government. Health insurance premiums paid by employers would convert into a new employer Medicare contribution to the government starting at an amount employers pay now and adjusting gradually toward national averages over time. Smallest businesses are exempted. Mr. Zandl says the most important aspect of this now is that Mrs Warren has shown that her plan's revenue sources match the cost so that the plan would not lead to deficits increasing and pushing interest rates higher, leading to negative effects on the economy. Republicans under Mr. Trump have paid little attention to expanded deficits caused by their tax law, and economists across the landscape have also shown less concern. Still attacks are made if the plans don't add up. For this reason a sound assessment in today's context of depressed consumers and an overall impact becomes essential. The WSJ quotes from a pre- assessment of Warren's plan by Simon Johnson, a Massachusetts Institute of Technology economist who co-wrote it with Mr. Zandl and Betsey Stevenson of the University of Michigan. What they point out is that putting cash in the pockets of the lower and middle class for spending makes a lot of sense today, and taking money out of the pockets at the way upper wealthy end,  does not contract the economy at all. Other effects they say are constructive by letting all workers get health coverage from the government instead of employers, this makes it easier to change jobs increasing labor mobility and productivity. A worker getting a better job and better utilization of skills could then shift without looking at the employer health care plan. Warren says there would be a five year transition so that workers in health care insurance industry can work in other insurance fields and in Medicare, no one would be left behind. The important thing being to build America's middle class again. ...

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GlaxoSmithKline will have a new CEO in May 2008, Andrew Witty. In an internal webcast to employees he described some of the changes he will make in Glaxo's organization. Instead of lumping all countries outside of the US, Europe and Japan under International with their own heads, he will split International up into emerging markets which include India, Russia, China, Brazil and the Middle East. He has hired Abbas Hussain from Eli Lilly to head this division. The rest of Asia and Pacific region will be another division.

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Indian Foreign Minister S. Jaishankar makes a 3 day visit to Saudi Arabia. He addressed diplomats at the Prince Saud Al Faisal Institute of Diplomatic Studies in Riyadh. He will co-chair with Prince Faisal bin Al Saud the first ministerial meeting of the Committee on Political, Security, Social and Cultural  Cooperation (PSSC), established under the framework of the India-Saudi Arabia Strategic Partnership Council. What is happening here is that the Saudis can build their own ties in the region as they choose what is best for the future, compared to the relationship in the past which was as a state mainly dependent on the US but which sorely lagged behind in educationally, culturally, in developing its own scientific and technology institutions to transition into the modern age. The relationship in the past also appeared to be rooted in the colonial period that had transitioned only half way out of the colonial period into the relationship built by America's FDR and succeeding presidents with the royal family and monarchy of Saudi Arabia. Under Mohamad Bin Salman it now gives Saudis an opportunity to make its own choices with the help of neighbors such as India, Japan, and other countries. It also strengthens the relationship with the US and the EU in unseen ways through the Saudi relationship with India, Japan and other countries. Bilateral trade is at $30 billion for FY22 April to December. India imports 18% of crude oil imports from Saudi Arabia. Indian imports worth $23 billion, Indian exports worth $7 billion to Saudis. About 2.2 million Indians are living in Saudi Arabia. During the pandemic India was the closest health ally of the Saudis.   ...

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One of the severe problems noted in the recall disaster of 2010 was that practically all important quality and safety decisions are made in Japan. Without key American decisionmakers in the process this leaves Toyota exposed to all sorts of errors like the errors that ocurred in stalling the National Highway and Traffic Safety investigations into acceleration and braking accidents in Toyota vehicles. To compound theses errors managment at Toyota focussed on the $100 million in savings that avoiding or minimizing the recalls would generate, as revealed in internal documents. Early warning signs of similiar problems in Europe were not linked to problems in the U.S.. All this was ocurring against the backdrop of a change in management at Toyota- with the Toyota family once again regaining control of the company- and the failure of the management under Watanabe and previous CEO's to put quality before rapid expansion. The new changes are to have 2 new senior executive positions in the U.S. to focus on quality and safety. A chief safety executive will focus on safety and recalls, and a chief quality officer coming from the top ranks of the American operation will now sit on a special committee for Global Quality led by CEO Akio Toyoda. The commitee for Global Quality will address the global quality issues around one table with the highest ranking executives at Toyota right at the table to talk things out. ...

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Risk taking CEO's steps at Shell appear to be paying off as Shell's share price does better than BP's. Better results in hiring, technology, management streamlining, in sourcing non-conventional output, and Libyan deal coming after restructuring of its Russian exploration project, all show improved prospects at Shell after new CEO took over. Jeroen Van der Veer, who assumed the CEO position in 2004, is interviewed by Chip Cummins and Guy Kazan at it London headquarters. Van der Veer took over after the scandal involving Shell's overstating of its oil and as reserves. His early steps were to centralize decisionmaking, do away with the dual board structure based in the Hague and London, and increase hiring of technology professionals. 4500 midcareer professionals were hired in 2006, a new Chief Technology officer was appointed, and seven "chief scientists," creating a new focus on technology development and research, and making technology leadership a critical part of its strategy. Van der Veer also bet heavily on new projects, including a $20 billion oil and LNG project on the island of Sakhalin in Russian Far East, and a $18 billion gas field plus natural gas to diesel plant in Quatar. Jeroen Van der Veer is described by colleagues as a thoughtful but firm and straight talking, low profile guy who joined Shell in 1971, at age 24. He ran a large Dutch refinery, tackling labor problems and implementing an expansion. He has a passion for long distance skating, having twice finished a 200 kilometer race through 11 cities in the Netherlands....

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This report in the NYT shows that Mr. Trump thought his forceful personality and going for the big deal would work where a quarter century of diplomacy had failed- to get North Korea to completely give up its nuclear materials and facilities in exchange for complete lifting of sanctions.  The meeting at a French era colonial building in Hanoi was the result of Mr. Trump's sense that he had developed a special relationship with Kim Jong-Un, the North Korean leader, so that he could suggest a grand bargain to Kim. Meanwhile North Korean negotiators had put forward plans for lifting of the most recent Trump sanctions that were affecting the economy and ordinary people severely in exchange for closing down of the Yongbyon nuclear complex but kept details vague. When Mr. Trump met Kim at the Metropole Hotel in Hanoi he gave Kim a detailed list of the nuclear facilities including one that developed uranium near Pyongyang for complete denuclearization, the U.S. goal.  The North Koreans were simply not ready to give up all facilities at once as they said the trust had to be built up before such a move. This report shows the nature of the wild swings from the early efforts to tighten sanctions and take strong action against North Korea., to the meetings in Singapore and Hanoi. At the time Mr. Tillerson at the State Department had suggested after a visit to Beijing that there were 2 or 3 avenues open, which Mr. Trump rejected and instead fired Mr. Tillerson. Mr. Pompeo who replaced Mr. Tillerson at State Department formerly headed the CIA and had detailed knowledge of the North's nuclear program including facilities hidden in tunnels all over North Korea. He and Mr. Bolton the National Security Adviser did not favor having the meetings first in Singapore and then in Hanoi. After the South Korean president's efforts to increase friendship with the North Koreans and his visit to Pyongyang he passed on an offer for Mr. Trump to meet Kim Jong-Un which Mr. Trump in a complete turnaround immediately accepted. This led to meetings in Singapore and then Hanoi with Kim against the advice of Mr. Bolton and Mr. Pompeo. At this point North Korea has suspended further tests but continues its nuclear development. The U.S. has suspended military exercises with South Korea.  ...

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Peter Robinson of Uncommon Knowledge (Hoover Institution) interview with Robert Thomson, CEO News Corp. on March 29, 2014. Much of what Robinson has described in this interview comes out to be true. He says here in 2014 that anything Google touches it devalues. Thomson is saying that by aggregating content as an outsider this creates this condition of devaluing the content. Google and other social media companies are not creators of the content. The WSJ, NYT, BBC. Le Monde and others create the content. When Google and others like it acquire so much power over  distribution of the content it creates a situation where distribution becomes vastly more important than the creation of the content. This is inimical, says Thomson, to creators and creation of the content. Hidden here is that this power is acquired by engineering it from the start. The distribution platforms are not regulated, and are not restricted by anti-monopoly laws, so that the technologies can be designed around products that give maximum power and revenue potential to distributors of content like Google. Content become almost an after thought- it is there simply to be exploited by the distributors of the content who invent the technologies or shape these technologies after acquiring them in a monopoly environment. Otner dangers posed by distributos of content becoming door keepers to "knowledge" in society are that they treat all content good and bad as the same. Some creators of content are also unwittingly adopting strategies that pose other dangers to society, to competition, to an educated public, including News Corp. News Corp strategy is to create affinity, to create communities for content. When actively done and pursued in excess by powerful creators of content such as New Corp. this leads to the fragmentation of civic society into groups not generated by honest discussion among civic minded people, but by revenue generating artificially created groups where the affinity is exploited by the creator of content as an outsider. This is inimical to society, education, honest discussion of civic minded people, and of democracy itself. ...

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Business Week's Michael Lewis has some serious questions and a message for investment bank Goldman. His questions- ACA was incompetent which is why it was chosen as CDO (collaterized debt obligation) manager. ACA was chosen by Goldman precisely because it did not know what it was doing and lost $900 million in the process. So too IKB, the dull witted German bank which lost $150 million. Goldman did not lose $100 million on the Abacus deal because Goldman was shorting the subprime market by March 2007 the time of the Abacus deal. Knowing this requires transparency of all dealings of Goldman's proprietary trading desk to understand real losses. Fab Tourre, the 27 year old Frenchman, is just a kid in this game. The real name behind this is Jonathan Egol. Who is this guy who clearly knew the subprime market was doomed in 2006 in remarks he made at the time.

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Views of Paulson, Summers, Rubin, Murray in a discussion about the long term finances , the stimulus, tax cuts, Lehman's collapse, at the CEO Council in November organized by WSJ. Summers put it this way "we are going to need some impetus to the economy for two to three years." Summers points to demand based stimulus as key and only middle class tax cuts helpful for demand based rebounding the economy. But with all the needs, to help financial institutions, health care coverage for 50 million uninsured, education, energy, he does not see tax cuts as the biggest priority. Summers also sees the net cost of aid to financial institutions as the right number, as investments in the finance sector should be seen as assets even if one has overpaid for a house one is living in, as compared to spending on a vacation which is money thats gone.

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Amy Hood growing up in a small town in Kentucky, then a move to Nashvile, Duke and HBS. She joined Microsoft in 2002 on its investor relations team. She moved into management the same time as Nadella who is CEO. Before the pandemic Microsoft's capital expenditures and investments cost about $16 billion. It is now 4 times that at $64 billion. It is Amy Hood's job as Chief Finanacial Officer to see that all that money is well spent for products with demand. AI services bring in about $10 billion annually.  Yet this may just be deflecting by Wall Street of the real question about the funding needs that are being neglected in education, health care and child care, when huge amounts of capital are being diverted by capital markets in ways reminiscent of the warnings of Franklin Roosevelt at the Democratic Convention of 1932. Warnings that the whole capital markets system was not working right, was only defunding the vital needs of the American people. ...

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Jenny Strasbourg of the WSJ provides this much needed report from London about the courageous decision by AstraZeneca and Oxford University to give vaccines away at no profit to the whole world, to billions of people in Africa, Asia, and Latin America. Without this brave decision by a British company and a British University the world would be a lot poorer, more variants could have happened, making us realize the great contribution Britain has made and how indispensable it is to the planet. Add to this the effort of Indian companies including Serum Institute that provided the manufacturing facilities and capabilities for making most of the British vaccine. AstraZeneca delivered 2.3 billion doses of the vaccine globally as of mid-December, according to the company. The International Monetary Fund estimates that low and middle income countries received 3.25 billion vaccines as of Dec. 11, About half of this or 1.6 billion doses were Astra Zeneca shots. This is a bigger share than any other vaccine by far and a life saver to the world. AstraZeneca stepped up early in a true to the best ideals in Britain to meet the needs of the world-  aiming to deliver 3 billion doses in 2022 and sell them at no profit as long as the pandemic continues. As the shot does not need cold storage it is ideal for India and other Asia, Africa and Latin America. "We are all very proud throughout the company of the impact we have had," says AstrZeneca CEO Pascal Soriot. By far the biggest manufacturing was done at Serum Institute of India which supplied 1.3 billion doses of the AstraZeneca vaccine to 70 countries. Mr. Modi pushed forward the export of vaccine made in India to the world from the beginning in the same spirit of cooperation and the best ideals that Britain was living upto. Serum Institute can produce as much as 250 million doses of vaccine a month making it possible for India to tackle the vaccination population of 1.3 billion people.   None of this could have happened without Oxford University and AstraZeneca and Indian companies with Mr. Modi's active support living up to the best ideals of Britain and India for the world. "When you add up the benefits to humanity, I think you'll find the vaccine holds up pretty well in terms of the ill health it has prevented, and the deaths it has prevented," says John Bell, a senior Oxford academic who in 2020 guided the University through its vaccine-partnership talks with Astra Zeneca. Because in the real world AstraZeneca shot has held up so well it is also a choice for booster shots. ...

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Former U.S. Defense Secretary Robert Gates points out in this intervew with Holman Jenkins of the WSJ, that Iraq's prime minister, Nouri al-Maliki, who worsened Shiite-Sunni relations, was the principal cause of the unraveling that happened in Iraq during the first term of U.S. president Obama. He says President Obama failed to do what was done by president Bush to persist and obtain Status of Forces Agreement with Iraq, to maintain a U.S. foce presence in Iraq. Presence of U.S. forces would have prevented the spread of Islamic State in Iraq and Syria. U.S. force presence would have provided a more even handed treatment of Sunnis in the region, creating the conditions for peace by having Sunnis, Kurds and Shiites continue talks about the future of Iraq. Gates grew up in Kansas in the 1950's, attended the College of William and Mary for undergraduate studies, studied Russian and Soviet history in grad school at Indiana University and Georgetown University, before joining the CIA. Gates was selected by Brzezinski to work in the White House, worked under Brent Snowcroft, and as head of the CIA (1991-1993) during the elder Bush administration. He was Secretary of Defense from 2006-2011, under presidents George Bush and Barack Obama, succeeding Donald Rumsfeld. He was succeeded by Leon Panetta, Chuck Hagel, and Ashton Carter. ...

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The merger between U.S. based Omnicom Group and France based Publicis Groupe SA, two of the largest ad agencies. The merger is a response to the increasing shift to digital advertising, the shift to advertising being sold in automated trading, and data driven analysis. In all these shifts digital companies such as Google and Facebook have strong advantages. Around 22% of global ad spending is now digital, according to emarketer, with forecasts showing this going up to 27% by 2017. Automated buying of ad space is taking off. U.S. advertisers are expected to spend $3.4 billion on real-time bidding. Omnicom's CEO, John Wren tells analysts: "Digital buying of media is done by machines, as if you are standing on the floor of the Nasdaq as opposed to traditional media shop. I hold the long term belief that eventually traditional media, or a lot of traditional media is going to be purchased that way." Just as computers have upended the environment for traditional players such as the NYSE creating new opportunities for Intercontinental Exchange (ICE), computers and the internet are changing the advertising environment. CEO Levy of Publicis Groupe SA says the data explosion, Big Data, is also creating a new playing field in which companies such as Google and Facebook have advantages. In a statement about the deal he says: "the communication and marketing landscape has undergone dramatic changes in recent years, including the exponential development of new media giants, the explosion of Big Data, blurring of roles of all players and profound changes in consumer behaviour." The merger will provide the new company the scale to develop these resources to compete with digital companies like Google and new entrants such as Salesforce.com and Adobe Systems. Omnicom has agencies BBDO, TBWA Worldwide, media buyer OMD. Publicis has Leo Burnett and Saatchi & Saatchi, media buyer Starcom MediaVest and digital agency Razorfish. The new Publicis Omnicom Group will have combined revenue of about $23 billion for 2012, and passes WPP Group PLC's $15.95 billion revenue. It will still be much smaller than Google with about 3 times WPP's revenue, and Google's advantage in storing trillions of pieces of data about user behaviour....

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This is a WSJ special report on Nissan and the failure of Carlos Ghosn's management style at Nissan leading to deep discontent in management ranks and employees, and also in Japan. Ghosn failed to invest in Japan seeing it as an aging society, and preferred the U.S. for investment. This was an affront to many Japanese, not just Nissan employees.  A big problem was that Ghosn's salary was larger than that of all nine top Nissan executives combined. Even during the 2008 financial crisis and cost cutting Ghosn's salary was understated by using accounting methods not approved by its auditor Ernst & Young. Under new Japanese rules oversight on compensation was given to Mr. Imazu who had to uncover the different shell companies that were used to shield the compensation and benefits going to Ghosn from public view. Lack of transparency and frugality was a major issue as one Nissan executive put it- "where is the transparency, and where is the frugality." New laws introduced in Japan in 2015 required release of compensation for any company executive making more than $800,000. Under these rules Japanese prosecutors were able to investigate the situation at Nissan.  In the end when the CEO of Nissan, appointed by Mr. Ghosn announced the arrest and detention of Mr. Ghosn, the Japanese audience applauded, showing how deep the discontent was in Japan. On November 19, in a carefully managed operation that would make a detective type story Japanese prosecutors arrested Mr. Ghosn as his plane landed in Tokyo, and arrested his assistant Mr. Kelly on the same day after his plane landed and his car was taken off the road to a rest area. Ghosn story has also its management lessons as this type of hard driving management with time spent jet-setting more than in contact with people and employees of the company is becoming unpopular. It is bad for employees and presents a rather unhealthy lifestyle, lacking any kind of role model for the rest of the company and society where the company is located. In this case not just Yokohama, but all of Japan, which resented the way it was treated. Recent articles have highlighted the situation at other companies. The General Electric story about the failure at GE in the U.S. - also explored this week in the WSJ -tells a story of hard driving management style of some executives that is increasingly becoming unpopular. A more thoughtful management style, with mindfulness, not based on personality or ego, is more productive leading to better decisions after taking in all views and enabling participation of other top and middle managers. ...

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Time Inc. publishes about 80 print magazines, including Time, People, and Sports Illustrated. CEO Joe Ripp says Time Inc. was slow to respond to the digital transformation of media, and revenue is declining for several years. In 2014 Time Inc. ad revenue from digital ads was only 17%. Unlike Meredith Corp. and other companies which have television stations, or cable-television systems which can support its business, Time has little in the way of support, and could be broken up if the transformation into digital fails. Ripp was Chief Financial Officer of first Time Warner in 1999, and then of AOL Inc. at the time of the merger with Time Warner Inc. One of Ripp's recent risky moves not followed by other media companies is merging the media content side with the advertising side in native advertising. Time Inc. has 7000 employees as of Dec. 31, 2014, 800 fewer than the prior year.

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Goldman founder, Marcus Goldman's son, Henry Goldman, helped create the concept of valuation of companies based on their earning power at the turn of the century. Around this time public finance was in its early stages and credit was based on balance sheet assets. Goldman took public companies like Studebaker, Sears Roebuck and May Department Stores, and formed a partnership with Henry Lehman of Lehman Brothers. He maintained close contacts with Germany during that time. The book by his grand daughter June Breton Fisher is titled- When Money Was in Fashion: Henry Goldman, Goldman Sachs, and the Founding of Wall Street. It an apt title about the Goldman style and culture. When Henry Paulson, former CEO of Goldman was asked during a college reunion what languages he had learned and all about his travels by a classmate, Henry replied that he had learned the language of money and that was the only language he would need.