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Former prime minister Nawaz Sharif faces a trial on corruption charges in Pakistan in 2018, just prior to new elections. The military and the judiciary both support the trial which involves payments for 4 upscale neighborhood London apartments owned by Sharif. 

Mr. Sharif's party leads in polls with about 36% support, higher than the next leading party Tehreek which has 24% support and is led by Imran Khan a former cricketer. The Pakistan People's Party of the Bhutto family comes in third. The result of this could be a weaker coalition government. The Supreme Court has banned Sharif for life from holding political office. Pakistan has seen governments toppled and military rule for half of its 70 years since independence. The rivalry with India and the role of the military has affected political institutions and democracy in Pakistan making peace with India difficult to achieve for any elected government.

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Chuck Hagel on the need to bring in more countries to handle difficult situations such as the one the US faces in Iraq and Afghanistan. He says thats why the world now has a G20 and not a G8. No country can face these situations alone especially when there is a mutual interest of many countries in these situations. He calls it a 20th century reaction to 21st century realities. He says the 2 wars cost more than a trillion dollars. One sees a new respect for international institutions such as the UN, World Bank, IMF, and GATT renamed WTO, even with Republicans. Chuck Hagel's point makes a lot of sense and is generally accepted in people's understanding of the situation from the Defence Department to the Administration, and among respected politicians. It is putting it onto practice that is the hard part. As Hagel puts it, it is important to remember what Lyndon Johnson told Senatior Russell, that he knew the Vietnam war could not be won, and yet he did not want to pull out and be the first American President to lose a war. This is a contradiction because if it can't be won its going to be lost under the next President or the one after that, in this case Gerald Ford. Hagel says it not ours to win and lose. Here he points to the interconnectedness and shared interests of all nations. Every great threat to the U.S., whether it is economic, terrorism, nuclear weapons proliferation, health pandemics, environmental degradation, energy or water and food shortages, is also a threat to global partners ansd rivals. So its wrong to view engagements in Iraq and Afghanistan through the lens that says its about winning or losing. And he asks win what? Too many cultural, ethnic and religious dynamics are involved for any one nation to control. Hagel concludes by saying that the US, the Defense Department, the Obama administration, must get this right, as it affects the global architecture for the next generation. Fresh thinking is needed. Single issue engagement is obsolete in the 21st century in dealing with global partners or rivals, or countries with aspects of both....

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Russian president Putin tells the Italian newspaper Corriere Della Sera, before his visit to Italy, that the failure to carry out the agreement of Feb. 2015 called Minsk II- following the eruption in fighting at Debaltseve and Mariupol in eastern Ukraine- is because of the Poroshenko government in Kiev. He called on the U.S. and Europe to pressure the government in Kiev. The Ukrainian position is that the local elections cannot move forward until pro-Russian fighters and weapons are withdrawn, and the control of the border with Russia is given back to Ukraine. As western sanctions on Russia over intervention in Ukraine are coming up for renewal at a meeting of the G-7, Putin said he was committed to the Minsk II agreement for autonomy to be given to the region of the Luhatsk and Donetsk republics, which were established in the east with Russian assistance. Putin told the newspaper in an interview: "The document we agreed upon in Minsk, called Minsk II, is the best agreement and perhaps the only unequivocal solution to this problem. We would never have agreed upon it if we had not considered it to be right, just and feasible. On our part, we take every effort, and will continue to do so, in order to influence the authorites of the unrecognized, self-proclaimed Donetsk and Luhansk republics. But not everything depends on us. Our European and U.S. partners should exert influence on the current Kiev administration, We do not have the power, as Europe and the U.S. do, to convince Kiev to carry out everything that was agreed on in Minsk." That the two sides are far apart on issues is shown by Ukraine president Poroshenko's position that for an election to take place for implementing decentralization in the eastern region of Donetsk and Luhansk - "It is impossible to provide the election when the bandits and terrorists with guns are on the street. This is not free and not fair." Putin's position is that " Specifically there needs to be a constitutional reform to ensure the autonomous rights of the unrecognized republics. The Kiev authorites do not want to call it autonomy- they prefer different terms, such as decentralization. Our European partners, those very partners who wrote the corresponding clause in the Minsk agreements, explained what should be understood as decentralization. It gives them the right to speak their language, to have their own cultural identity and engage in cross-border trade- nothing special beyond the civilized understanding of ethnic minorities' rights in any European country." ...

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Administrative costs are one of the key reasons tution costs have increased to excessive proportions in the U.S., putting a heavy burden on the middle class, reducing social mobility that is an important aspect of postwar progress in Europe and the U.S. by putting college out of reach for millions of young people. This also creates a heavy debt burden for young people- U.S. student loan debt passed $1 trillion in 2012- who are less likely to buy a first home because of years needed to repay student loans. The market pressures to control costs do not exist in the same way as industries such as automobiles, because of the demand for college education in a modern globalized economy. Douglas Belkin and Scott Thurm have provided an indepth look at the University of Minnesota to show the spending surge and internal tendencies for faculty and bureaucracy to increase spending on hiring, building expansion to compete with other schools, and salaries to support their own within the college and university system, with a passive student community, and passive parent community, and lack of other outside pressures. Tution and fees for state residents doubled in the last decade at the University of Minnesota to $13,524. The figures tell the story- total debt with borrowing for building construction at U.S. 4 year public colleges tripled to $88 billion between 2002 and 2011, according to the Department of Education. Debt servicing costs doubled at the University of Minnesota to $106 million in that period. Minnesota's government provided $570 million for university operations in 2011, same as 2003-2004 school year even with inflation and 10% higher student enrollment. Yet analysis by the Department of Education and the Wall Street Journal shows in that period the spending increased disproportionately compared to inflation, student enrollment and teaching activity, with little restraint. WSJ analysis showed the University of Minnesota system added 1000 administrators between 2001-2011, with administration hires increasing 37%, double the increase in the students and double that of teachers. During that period the number of employees to manage people, programs and regulations went up 50% faster than the number of instructors, according to the Department of Education. Bureau of Labor Statistics cites this as the reason tution costs went up faster than health care costs. The 19,000 employee payroll at the University of Minnesota means one employee for three and half students. The new university president in 2011, Eric Kaler, interviewed by WSJ's Belkin and Thurm, says no one knew what it cost to run the school when he started....

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CEO Ryan at CVS/Caremark. An unassuming man with a sharp focus on things, joined CVS right out of pharmacy school at University of Rhode Island. At 29, CVS owner Stan Goldstein gave him the chance to run pharmacy operations for CVS, then a regional drugstore chain in the eastern USA. Over the years CVS has made a number of successful acquisitions, the latest being the acquisition of Longs Drug store chain on the west coast, and it is now one of the largest chains in the USA. It has nearly 7000 stores and more than 50 million users of its CVS loyalty card in the US. As the pharmaceutical business evolved pharmacy benefit management (PBM's) companies like Caremark, Medco, and Express Scripts, came into being to manage burgeoning prescription costs. PBM's work with companies to save money, by filling recurring prescriptionsin 90 day quantities through the mail at reduced per pill cost. Now drug store chains instead of competing with PBM's are either creating or acquiring these larger PBM's. THe result is that a company like CVS which acquired PBM Caremark in 2007 for $27 billion, now has extensive computerized databases with patients information and drug usage histories. Ryan's clear focus is on these IT records as a distinct advantage, if he can use it to help the Obama administration's efforts to control health costs of chronic diseases like diabetes and arthritis, and back or neck pain, high blood pressure, and others, that end up clogging the hospital system and raising health care costs. By using these IT records to flag when a patient is not compliant or taking his medications and call the patient, Ryan can increase drug sales, get more visits into drugstores if the drugs can also be picked up at CVS stores, and increase sales through ancillary purchases during visits. This is now his strategy. It also includes setting up more clinics at stores and at corporate locations that divert the patient flow for small care like sore throats, flu and the like. As this is the way health care costs can be controlled, Ryan sees himself as helping achieve national goals while keeping CVS in the sales and profit picture for the US, even as health care as we know it goes through a complete transformation that removes the waste and unnecessary cost, and improves effectiveness and health. He sees CVS/Caremark right where it wants to be with its large patient drug database from about 1 billion prescriptions it fills each year, and as the largest single buyer and dispenser of prescription drugs in the country. ...

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The Thai government of prime minister Yingluck Shinawatra has committed to buy unmilled rice from farmers at 15,000 baht or about $500 a ton for the harvest in 2011. This is pushing up world rice prices.

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Gates experience one rainy night in March, at Dover Air Force Base in Delaware, welcoming 4 dead soldiers who lost their lives to a roadside bomb on a rutted road near Jalalabad, Afghanistan, provides an insight into what he sees as important for the US military. One is to address the realities of the war that is facing the US in the now, not some theoretical conventional war as the Pentagon is overly focused on. This war is fought in insurgencies in Iraq and in the Pakistan-Afghanistan area. And even the takeover of nuclear weapons by Taliban, is not ruled out with the collapse of the government in Pakistan. So he sees reason for doing things quickly. At Dover that night, Gates expressed his anger to his staff, "find out why they had'nt gotten their goddamn MRAP's yet (Mine Resistant Ambush Protected Vehicles). Gates went into the 747 carrying the draped coffins, and knelt alone and prayed for 5 minutes. Gates was President of Texas A&M University, before he took the assignment at Defense during the last 2 years of the Bush administration. He knows the ways of the bureaucracy, and is a persistent and effective when faced with lack of cooperation and delays. When the field commanders in Afghanistan said they needed 40 Predator combat air patrols instead of the 12 they had, Gates went around the bureaucratic delays and had his task force set up and and doing problem solving down to details. They went about getting more flying time, and pilots, and control stations in the air force to support this. He keeps presentations limited to 45 minutes, and inists all slides be turned in the day before, for him to look over carefully. And he is decisive in making changes. The Army Secretary was asked to come to Washington immediately, and fired on the spot, not Gates says for the appalling conditions at Walter Reed Army Hospital, but for not acknowledging that problems existed and taking quick action to fix them. And Gates is using the 2010 Defense budget to steer away from large scale conventional weapons programs, and get more money for the immediate needs of the field commanders in the wars being fought today. He makes it clear in talking with lawmakers, that "listening to our troops and commanders, unvarnished and unscripted, has from the moment I took the job been the greatest single source of ideas on what the department needs to do." In doing this he has to face up to the bureaucracy and set ways of doing things at the Defense Department, things that were never questioned under his predecessor Rumsfeld. In 2008 the generals who run the Army, Navy, Air Force, and Marine Corps formally "non-concurred" with the classified version of Gates's National Defense Strategy, which said it was necessary "to take additional acceptable risk" in the area of conventional war so that the military could improve its ability to fight irregular wars. Gates met with all the defense chiefs to listen to their objections, and decided to draw his own conclusion after thinking it over, that the reasons given "were non-compelling," considering the grave dangers that the military was facing in existing wars. Gates is convinced that its his job to give the troops in the field the equipment and resources they need, and he is not letting the military brass or officials block the way. He does not let the criticism affect him. Gates is very quiet when he listens to arguments presented on the other side that he does not share, responding in a thoughtful and controlled manner. Last week, Jaffe of the WPost says, Gates flew to Afghnistan to ask for the resignation of Gen McKiernan the field commander there, a man he had chosen 11 months earlier, but now felt was the wrong man for the job. During this trip he visited a new base being built in southern Afghanistan, and met four marines whose MRAP vehicle took the blast from a roadside bomb, all survived with minor scratches and injuries, and one broken arm. Gates was mightily pleased. ...

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Peter Orszag's role in the healthcare debate and the formulation of health care policy proposals. One proposal of Orszag, who heads the Congressional Budget Office, is to set up a new agency with powers to cut spending and implement changes in Medicare. Says Orszag, "one of the reasons we have such disjointed and skewed incentives is that we have an excessively political process." At a recent meeting with House Democrats, one Congresswoman said her top priority is winning higher payments for oxygen suppliers, and Orszag was taken aback. For years officials have been trying to cut payments to oxygen and medical equipment suppliers, which are said to be inflated. When a new competitive bidding process was set to take effect last year, industry supporters in Congress were able to delay the plan, and these supporters are still fighting to block changes says the WSJ. Here is a 40 year old Orszag, with degrees from Princeton and London School of Economics, who got his early experience in the Clinton adminstration at age 24. He then followed this with a number of policy oriented jobs, ending with appointment to head CBO in 2007. And he faces the whole system of Congressmen from both parties beholden to interests in the healthcare industry, who provide the donations for them to finance their election campaigns. Dan Eggen describes this in the Washington Post, 7/21/2009. Max Baucus of Montana, and to some extent Grassley of Iowa, are senators from both parties who Eggen points out are beholden to the healthcare industry because of large donations they receive from the interests in the healthcare industry. These interests want to see their payments system protected. The further escalation in health care costs, which would make the whole healthcare system unaffordable even as it delivers poor results, can only be prevented by making cost control an exercize that is not influenced by healthcare industry donations. Jackie Calmes describes the huge hurdles in achieving a deficit neutral move to universal health care in the U.S. in the NYT 6/26/2009. See the link. The exchange between Grassley and Orszag on the issue of the $177 billion in savings needed from the payments to health insurers under the Medicare managed care plans- which allow seniors to obtain Medicare coverage outside the government run program -went as follows. These are dubbed overpayments by outside experts and efforts have been made to cut them in Congress. When Mr Grassley raised concerns about the impact of such cuts in a hearing, -and Grassley has opposed the cut for this overpayment to insurers- Orszag responded saying: "I very firmly believe that capitalism is not founded on excessively high subsidies to private firms. This is what this system delivers right now." ...

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Sharply lower consumer spending is hurting Apple sales in China. Apple cut sales and issued a sales warning in January 2019. This follows Apple's sharp slowdown in India with its uncompetitive pricing.

Retail sales growth in China- which bounced back in previous downturns- dropped to the lowest level in 15 years in November 2018. Auto sales are down with the sharpest drop in 7 years- the first annual drop in sales since 1990. Fears of a housing bubble have led to restrictions on home purchases for speculation which have not been lifted. Income tax reduction has not increased spending. GDP growth for the fourth quarter dropped to 6.4%.

Further signs of a sharp pullback are seen in the drop in consumption tax revenue falling by 61% in October and 71% in November 2018. The consumption tax is placed on cars, gasoline and luxury goods, and is paid by the companies making the products.

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At the end of the 2012 Communist Party Congress in Beijing, Xi Jinping assumes the post of chief of the Communist Party of China. He also assumes the post of head of the Central Military Commission, which makes him head of the armed forces of China. Li Keqiang, the incoming prime minister, is the only member of the party Politburo Standing Committee selected by current president Hu Jintao. Jinping is supported by Jiang Zemin, former president. Four of the other five members are older party leaders placed in these positions by former president Jiang Zemin, who succeeded Deng Xiaoping and started China's three decade long modernization. The seven member Standing Committee governs China by consensus. This will limit the room for change, especially as the other five members are in their mid 60-s and favor the status quo. Xi Jinping is 59, Li Keqiang is 57. Xi becomes president in the spring of 2013, and Li becomes prime minister to run the government ministries. The optimism for Li who is the best educated of China's leaders, holding a doctorate in economics from Peking University, and an early interest in constitutional law, is restrained by the institutional arrrangements that favor the status quo. Some experts in China see the new leaders likely to make major changes only if confronted by a crisis. In his live television acceptance speech Xi focussed on China's "rejuvenation," with improvements in the party bureaucracy, tackling corruption, and improving the lives of ordinary people, for better schooling, jobs, incomes, health care, better housing conditions, social security and the environment. From the rush to modernize and build infrastructure attention is now shifting to creating better conditions for the Chinese people....

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The enthusiasm for Six Sigma was carried by McInerney from GE to 3M. 3M was sluggish at the time and growing bureaucratic over time so an outsider and the efficiency focus of getting more for every buck spent and focus on quality in all processes and designing for quality and reduced defects may have helped to bring a new dimension to 3M. But as the author reflects and Buckley who stepped into McInerney's shoes says aloud, as well as several B School Professors, this imposed on a culture like 3M's that thrived on innovation, the post it note being a classic example, was not going to produce the best results in the long run. Interestingly GE itself under Immelt has emphasized innovation, research and development in addition to Quality Control. Going back over the years Japanese QC actually was taken from earlier work at GE in the 30's and 40's in Quality Control, so it was natural for GE to return to its own accomplishments in this area after a period when it had lost its leading edge in Quality. But foremost GE was about innovation and creativity and new products, back from its origins with Thomas Edison's company. The other GE person Nardelli at Home Depot also tried to bring a numbers only focus and doing it in a marine corps seargent type of way stumbled badly and resigned. So this piece on McInerney and buckley and 3M reflects a quiet shift to thinking of new ways to approach the complex global markets of today and the global competition of today. And the rapidly changing marketplace where shifts in buyer behaviour and competitor innovation create a constantly changing playing field. Is Tata Motors small car at an incredibly low price going to change the car industry, if the same companies can then make better cars at a much lower cost after developing lowcost high quality technologies? What is happening as Apple and then HP achieve success by selling their brands through stores and Dell starts to slip? Why is P&G and Unilever looking at the prospects in selling to consumers with smaller budgets and shifting its focus to these markets for growth? Doesnt this require one to think on ones feet and listen and observe and reflect on what these changes mean? Roger Martin of the University of Toronto has a piece in BW, May 21, 2007, with a similiar thought. ...

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As many as 2 million votes in the 2014 Afghanistan elections are called into question. This is 2 million out of a total of 8 million. In the last election it is estimated 1.3 million fradulent votes were made for Hamid Karzai. This time it is said security officials, government officials and others worked together to get as many as 2 million votes for Asraf Ghani, who Karzai supports. This is happening even as the Taliban are increasing attacks in the country and the Americans are withdrawing. It shows that instead of a withdrawal that the Obama administration promised their appears to be a situation that is no different from that of the Bush administration, where American lives were lost and sacrifices made without even the most basic results- no assurance that if the government collapses from strains within and outside, Taliban and terrorism could not happen again as is hapening in Iraq.

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There appears to be a conscious deliberate decision by the Chinese government and policymakers to shift the economy from low-end technologically unsophisticated and polluting industry, that pays low wages with little worker protections, towards technologically sophisticated, environment respecting, and higher wage industry. This does not mean textiles are out, but textile companies that are larger better managed, able to introduce newer technologies and produce higher quality product- that command higher prices in the world market and therefore also able to sustain decent wages and worker protection- are in. Phasing out the smaller shops and the poorly run or deliberately polluting and labor exploiting companies run from Hong Kong or elsewhere. The general shift is to be a leader in products which are value added either by technology or human capital, such as better trained more knowledgeable workers. This is similiar to the shift Japan made after the sixties, as it moved from a rural to a urbanized society and textile companies like Kanebo became technologically sophisticated, while small shops withered out, and Japan gradually shifted into automobiles, electronics and chip making. The noticeable difference is that Japan with a prewar industrial base and a smaller market protected its home market for Japanese companies, whereas China lacking this prewar industrial base let foreign investment and companies overseas bring in equipment and use low cost Chinese labor to supply western markets. And it turned a blind eye to labor protections, at least till it had built up its own industrial base and knowhow with policy requiring Chinese partners in industry and technology transfer. Economic winds are also doing the job. Inflation, Chinese goods prices increased by 4.6% in May according to the U.S. Commerce Department. This is a result of the Chinese government requiring worker protections and decent wages and stricter pollution enforcement resulting in increased energy costs. For years the U.S. and other countries depended on China for low cost goods and the demand for low cost goods depressed margins which resulted in legitmate costs such as pollution control technology, worker protection and decent wages, being ignored. China is now left with heavy environmental cleanup costs, and a bad image internationally as a heavy polluter. The huge external trade surpluses China has built up exceeding a trillion dollars have pushed up the value of the yuan making Chinese goods costlier in world markets, and apparel and shoe makers in developed countries seeing Vietnam as a better lowcost alternative. The story of this phase of Chinese industrial development can be seen in a town like Honghe, a 90 minute drive from Shanghai, which has half of its 100,000 residents working in 100 factories and 8000 shops that knit, dye, package and ship some 200 million sweaters a year, bringing in according to local government estimates $650 million a year. Now many of these shops are idle and mirant workers are returning home. To see the subtler signs of the Chinese policymakers hand note that even visa policies have been tightened to make it harder for foreign buyers to visit Chineses factories and trade shows. Also the Chinese government has raised the minimum age for workers in these factories from 16 to age 18 and so on. And the impact is being felt in places like Honghe near Shanghai, Shengzhou another city near Shanghai which makes one third of the world's neckties, and in Dongguan in Guangdong where its toy, shoes shops close. The change also shows how quickly things can change in the world economy. Only 3 years earlier in 2005, Jiaxing Yishangmei Fashion Company, a family owned company was booming and had just landed Walmart Stores as a customer. Now Walmart no longer sources from this company. Analysts say that the Chinese sweater industry was probably overbuilt, with about 6 cities in China claiming to produce more than 100 million sweaters annually. A wave of consolidation could boost efficiency, and bring pressures to innovate rater than compete only on price. And many Chinese economists, and policymakers think China has relied too much on cost-cutting and simple production models to increase exports. A researcher at the Chinese Academy of Social Sciences thinks such a high dependence on foreign trade is not good for China. For the US and Japan this researcher says that trade is equivalent to 20% of gross national product and by contrast for China trade is equivalent to an extreme of 75% of GNP. ...

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Frances Haugen testifying in the US Congress says "Facebook products harm children, stoke division and weaken our democracy." This understates the problem which is that over a short period of 5-7 years new tech companies have used capital markets in the US to rapidly take up most of the space in the internet pushing out established news organizations. They have also lobbied hard to prevent new legislation from being drafted to regulate the internet space. They have also rapidly acquired smaller companies to create a monopolistic control over the new internet space. This situation has also led to one where these companies set up in overseas locations such as Ireland do not assume fair responsibilities for maintaining the infrastructure in their home countries by paying their fair share of taxes. In doing so these companies run by persons in their twenties an early thirties are doing the work of established news organizations that have been doing it for most of the twentieth century, without these new tech companies being qualified in any way to do so. The result is distortions spread by internet technologies over a wide space creating a toxic effect for children, women, and the dialogue necessary in a democracy. The perverse effects extend to vaccination where distortions spread by algorithmic and artificial intelligence in selection and dissemination of information has led to negative effects on the vaccination drive. This even created much frustration for president Biden as he watched a stalled vaccination drive in the US and complained about Facebook and social media's ill effects. Ultimately the national interests of the US, European Union, Britain and India are affected because other countries see democracies as being weak and ineffective even in protecting their own citizens, and weak even in the time of the pandemic. ...