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Lynn Good, the CEO of Duke Energy, talks about the importance of family and relationships, outside of focus on career goals, after her experience at Arthur Anderson. She worked at Arthur Anderson till its precipitious decline and going out of business. She points out the importance of leading a team and teamwork, about adapting and developing the team, to communicate with the team and help it reach an objective that seems far out. It is not about becoming the smartest person about a particular subject.

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With China's automobile market declining for the fifth month in a row, and trade tensions rising, it now appears that carmakers such as Ford expanded too quickly in the Chinese market. Ford, Peugeot, and Hyundai appear to have poorly times their expansion in China, expanding at the tail end of the Chinese boom just ahead of the new Trump administration's efforts to challenge China's lopsided trade balance.  It has become so bad that this report shows workers at a Peugeot factory in China spending their days washing floors and attending Communist political study sessions at work. At a Ford plant workers shifts are reduced to a couple of days a month. Sales grew 3% in 2017 and declined 2% in the first 11 months of 2018, after increases of 14% in previous years taking the market to 28 million in a dizzying ride as it surpassed the U.S. sales of 17.5 million. Overcapacity is a problem in China with the aggressive expansion. There is capacity to make 43 million cars, but will produce 29 million in 2018, according to PwC, consulting firm. Ford meanwhile put in a new plant in Harbin in 2017, expanding its capacity to 1.6 million a year, but sales peaked at 1.27 million in 2016, and are down 6% in 2017, and 34% in 2018 to about 700,000. While there are no layoffs some workers are making only $220 monthly, forcing them to take second jobs as cab drivers or couriers. Suzuki decided to quit in 2018 exiting China entirely just so it would not pile up losses in what is now a market that is way overblown from the boom years. Electric vehicle production in the pipeline of about 7.5 million vehicles will compound this problem further with 32 new plants planned by 26 firms.   ...

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Toyota is reducing senior management positions to 60 from 77. The board of directors will also be smaller, with 11 members instead of the current 27 members. It was felt that the large board did not enable discussion of important issues and slowed down decisionmaking. This is part of the new Business Plan and the new global vision for Toyota. The thrust is on sales in emerging markets which Toyota will target for increasing sales to 50% of the total sales by 2015, up from 40% currently. Sales in developed markets are set to decline to 50% of the total sales by 2015, down from 60% currently. The other push is in the hybrid sales area. Toyota will roll out 10 more hybrid vehicles by 2015, in addition to all electric cars, plug-in hybrids. Toyota will continue to have an all-Japanese board, and will use a committee of outside advisors to stay abreast of opinion in other countries. Akio Toyoda announced these plans recently and did this by himself, as he puts his own ideas to work for setting Toyota's direction....

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Ford Motor's reliance on the redesigned F-150 and other large pickup trucks for its higher profits in 2015. The price tag on these vehicles keeps rising, with some pickups sold at about $50,000 and having interior leather seating, amenities resembling luxury cars in 2015. Higher fuel efficiency engines, body redesigned with lighter materials including aluminium, other innovations, combined with the lower price of gas, lower interest rates for financing, have led to a resurgence in these larger vehicles.

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Unemployment reaches 6.2% in Oct. 2014, according to the Australian Bureau of Statistics, and the Australian economy faces the risk of a recession in 2015.

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John Frisbie, president of the US-China Business Council, says the single most important issue over the last year for the council's members is China's innovation policies and how they link to government procurement. Concern about China's "indigenous innovation" policy.

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According to Census Bureau data analyzed by the Pew Research Center, 6.1 million Hispanic children lived in poverty in 2010. The poverty line is defined as a family of four living on $22,314. Of the total poor children in 2010, 37.3% were Hispanic, 30.5% white, and 26.6% black. Hispanics were hit hard by the 2008-2009 recession because many are employed in construction and the hospitality industries or blue collar jobs. A majority of the Hispanic children were born in the U.S. 4.1 million have immigrant parents and 2.0 million have U.S. born parents. Of the total U.S. population Latinos are 16%, yet they comprise 23% of all the children in the country. With a quarter of America's children being Latino -and with these numbers expected to grow in coming years because of higher birth rates- the fact that many of these children are less likely to get a college education or acquire technical skills because of poverty levels, has serious implications for America's future competitiveness.

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GE is moving head offices of major operations overseas like GE Healthcare moving from Wisconsin to outside London, England, where a company GE acquired Amersham is located. GE Money will move it head offices to London, England from Stamford, Connecticut. And GE Transportation moved its annual sales meeting from its head offices in Erie, Pennsylvania to Sorrento, Italy. GE now generates over half of its sales overseas and its fastest growth businesses are in infrastructure and turbines that are in Asia. With the slowing USA economy this point has simply hit home. And IBM which gets 65% of its revenue overseas has been a clear proponent of this strategy of locating where the growth opportunities are greatest, a poin not lost on Immelt at GE who sees it essential to be part of the culture you are selling to. IBM operates most of its software and services business from India. This is also true for things like Training and R&D increasingly moved overseas to places like Bangalore, Beijing and Shanghai. Another aspect of this is to expose Americans to working overseas and to avoid he insulation of becoming too immersed only in American culture and not be able to operate effectively in other cultures, languages and environments, where increasingly most of the action is....

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Workers ended a 3 month strike at Caterpillar's Joliet, Illinois plant, essentially giving in to reduced healthcare and pension benefits and wage freezes for older workers. Under the deal workers hired before May 2005 receive no hourly pay increase, workers hired after that date get a one time 3% pay increase with future pay increases decided by Caterpillar management. Hourly pay at the plant ranges from $13 to $28. About 25% of the older workers are eligible to retire. A $7.8 million fund to supplement incomes of laid off workers will now be used for retirement bonuses. Caterpillar persuaded workers to ratify the contract by increasing the bonus for ratifying to $3100 per worker from $1000. During the strike Caterpillar continued operations by using managers and temporary workers and using 100 workers who crossed picket lines.

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Matthew Slaughter of the Tuck School, Dartmouth, says that the principle of comparitive advantage should determine what America exports and imports. Under comparitive advantage each country concentrates its energies on the particular goods and services that it does better than other countries. Free trade operates under the idea of comparitive advantage, but in practice it is quite different than its textbook economic counterpart. It is constantly changing as new countries or industries in different countries try to upset the existing pattern. Under a textbook example Airbus should not exist because Boeing was the most efficient manufacturer upto that time, and new entrants in a industry are nurtured for years with support from the governments of their countries. And in some situations the governments may exclude certain companies or industries from support such as Komatsu and construction equipment in postwar Japan, and Infosys and software outsourcing in India, and still survive and grow. Under comparitive advantage Japan should still be importing construction equipment from Caterpillar in the US, and there would be no serious competition in that industry. This would work to the detriment of the principle of competition in free trade which is just as important to free trade as the idea of comparitive advantage, with new entrants in an industry upsetting the old way of doing things and creating price/quality improvements. Slaughter simply pulls back off the shelf the old idea of comparitive advantage without seriously considering its real life aspects. Without dealing with trade distortion from currency manipulation, from the impact on jobs, without considering the continuing critical role of manufacturing in developed economies to provide the standards of living for a large middle class, and creating the kind of society that people of developed countries aspire to. He mentions GE's Immelt and the President's Council on Jobs, but makes no effort to engage Immelt 's statement in his recent op-ed article in the Washington Post, that the concept of transitioning from a export-oriented economic powerhouse to a services led consumption based economy could be done without loss of jobs, prosperity and prestige, was fundamentally wrong. He has only one line for manufacturing's role in America's economy. This line says knowledge intensive industries such as education and software are just as important as manufacturing, but fails to mention that manufacturing has received less attention in recent decades. In so doing he is discounting his own profession of concern for the high rate of joblessness in the U.S., and the need for a new focus on manufacturing in the U.S. to reverse that trend. By saying that imports are not a sign of failure but can raise standards of living, and leaving it at that, Slaughter does not acknowledge that consumer debt that US consumers have taken on in the process certainly affects future prospects for the US economy. And he makes no mention of the need for rebalancing the world economy, which is exactly how free trade should work ideally. Countries that have high imports export more to rebalance the world trading system, as currency valuations are allowed to adjust makig their exports more attractive. By not taking into account the realities of free trade, and the need for practical measures to rebalance without policy induced distortions by state run economies, Slaughter ignores the idea of free trade that works as it should and for all countries. The irony is that Immelt's own committment to jobs and competitiveness has been questioned in online blogs and most recently by an editorial in the Wall Street Journal on January 26, 2011, titled "The Misallocators." That editorial refers to the outsize role of GE Capital in GE's earnings during the past decade, and the lack of credibility of a focus on competitiveness and jobs that this creates for GE. It mentions the loss of 34,000 GE jobs in the US during the last decade. ...

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Policy shift by the National Development and Reform Commission in China to protect domestic carmakers by reducing incentives given to foreign automobile companies. This happens as a rapid deceleration of the car market in China is taking place leaving foreign automakers in a stronger position compared to local automakers.