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A new solar module factory in Freiberg, near Dresden, Germany, with the latest technology, requiring workers to only supervise the manufacturing process, is shown in this report in DW.com. It is cheaper to make higher performance solar panels that produce 20% more electricity in Germany than to import from China. This could be a global trend in automated supply chains. This is a technological shift says the CEO because more efficient production technology requires less resources and fewer steps in the manufacturing process. Key components such as solar cells are also made nearby in Leipzig in eastern Germany, 90 miles away.    This report shows the interesting changes that are underway. In 2018 the factory building in Freiberg now being used for solar modules was left empty after German manufacturer solar company Solarworld lost a price war with Chinese competitors. Today this solar company Meyer Burger brings new jobs and excitement to Freiberg and the region. By 2026 plans are for it to make 5 GW of modules annually in Germany. Meyer Burger made the heterojunction SmartWire technology machines that made solar modules. In 2020 it decided to make solar modules instead of selling its equipment to others, using its own proprietary technology. Thinking has changed. CEO Erfurt says it is complete nonsense to transport solar modules halfway across the world from China, they should be made where the products are used as it is energy infrastructure. Transport costs 10% of cost, and new technology is constantly being developed and costs decreasing with technology advances. He adds that this is how energy sovereignty can be achieved. In 2021 the demand is expected at 209 GW worldwide. Erfurt expects it to be 500 GW in 2025. Large demand that will now be met locally in the regions themselves- in Spain, in Germany, and in India.   ...

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This article by Gerald Seib in the WSJ says not enough was done to attract white working class voters- critical for Trump in industrial swing states- at the Democratic National Convention. He says only on the last night of the convention did a factory worker, a home care provider and a laid off restaurant worker, appear on the stage. These are the voters who have drifted away from the Democratic Party. The convention draws ironically on Republican themes, defense foreign policy as in the speeches by Leon Panetta and retired General Allen, and in efforts to portray Hillary as more human with frailties but a 40 year public service record that includes exceptional work for children. Actually the appeal to traditional Democratic white working class voters was there always in the background with most of the speakers, as it colored most speakers comments including Biden and Kane, who have the colloquial language and style to appeal to this group. The appeal to traditionally white working class voters is in the party platform with the $15 minimum wage for service industry workers, and in the promise to provide college free tution for people making less than $125,000. The Democrats simply painted this with a different brush. Contrasting the callous attitude to the poor and struggling of billionaires like Trump with those who have fought for pushing people up the ladder since FDR- with the lapses in recent years from the tech boom which left some workers short now being addressed. This was expressed by Hillary Clinton saying to Bernie Sanders voters- "your cause is our cause." For Democrats it was more effective to tackle the traditionally Democratic working class voters first, before shifting to working class voters who are border line Republican because of social issues or those who are so disaffected so as to be beyond reach. ...

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India has learned lessons from past health epidemics- the plague Gujarat 1994, avian flu H5N1 in 2005-2006 Maharashtra, Madhya Pradesh, swine flu H1N1 Pune, and more recently MERS. The Indian Express looks at past epidemics, how they were tackled and what India learned from them. Major improvements in sanitation and hygiene since then and advances in medicine, public health.  Experience was gained. The municipal commissioner of Thane near Mumbai was district collector of Jalgaon during the avian flu epidemic. He used quarantine to restrict transmission of infected material. He shifted bus stands, closed weekly markets, and had health workers check symptoms in a 3 kilometre radius area. His message for today- have a contingency plan, track, test and treat people, stay focused, not panic, and know exactly what has to be done. Moving migrant crisis today was also seen in Surat, 1994, with the plague epidemic when migrant workers left the city. The government had to use paramilitary units in 1994 to quarantine the entire area. During these earlier epidemics the Indian Council of Medical Research and other medical organizations played a significant role. One of the lessons learned from the H1N1 epidemic that originated in Mexico was the need for effective surveillance and real time reporting so that the pathogen can be recognized in real time and tests done at labs to determine what it is, followed by effective response through isolation of region and patients. Dr. Pradeep Awate, Maharashtra's surveillance officer, says robust surveillance systems are important to understand the magnitude of the problem and strategically place resources. The strategies put in place for the Nipah virus in Kerala state by its Health Department in 2019 are the same ones now being used for cornonavirus - contact tracing and management of persons under quarantine. ...

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Sofia Diego from the Southern European region of Spain and Portugal, says the idea of a multi-speed European Union as put forward by some in Brussels, including Jean-Claude Juncker, is not the answer- because at some point it makes the whole exercize of a united Europe futile with some countries choosing to ignore the very ideal of European unity. In fact she says we have come too far in that direction and it is necessary to pause and reflect what this means. France's leading presidential candidate Emmanuel Macron has called for a closer union as a better solution to eurozone financial stability with a tighter union. German public opinion and other opinion in the EU does not favor more concessions following Brexit. This opinion from a Southern European country shows how young people especially have developed a new attitude and feeling of togetherness as the European generation. Young people from all parts of Europe have a changed attitude compared to previous generation, and this is a valuable experience that needs to be nurtured with closer interaction to take the EU experiment to the next stage. ...

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The US needs good manufacturing jobs for the jobs and income that it brings into communities, and also because of the tax revenues from the companies making products in America that provide the basis for local governments to provide good public services in healthcare, education, and transportation. To say comparitive advantage that helped first Japanese and now Chinese manufacturers is real and how society gains is to deny some basic facts that are self evident from observation that contradict textbook ideas in economics. Comparitive Advantage is a textbook economics concept that says countries are proficient in what they make best and should specialize in that product. But it is a static concept that exists only in textbooks. If Japan in 1960, China in 1980 and India in 2000 were each presented with this idea they would have turned down the idea of making steel and remained makers of lower end products such as footwear and textiles. If Japan in 1980, China in 2000, and India in 2020 were each presented with this idea they would have turned down the idea of making semiconductors and remained makers of lower end products such as steel. A senior vice president of US Steel in the late 1960's even told this writer a graduate student at Northwestern in Chicago- as the US can make steel better than India or China let us keep making it for you. He and much of the business faculty at Northwestern also could not understand in 1970 why Airbus was being setup to compete with Boeing who by the concept of comparitive advantage should have had the whole market to itself for commercial aircraft . By this kind of thinking Airbus would not exist today because it did not have the lowest cost or the manufacturing technologies Boeing had through its vast manufacturing operation. America would be still the only one making aircraft in 2023 if textbook concepts ruled the day. By indirect methods such as hidden preferential arrangements, provision of inputs such as land, capital and labor, tax relief, the costs can be represented in a way that shows it is cheaper to manufacture overseas. The lack of a level playing field is what president Biden is correcting by doing what first Japan, then South Korea, then China and now India are doing since the 1960's. By 1974 in four years after its founding in 1970 Airbus came up with its first model the A-300 using advanced technologies. America will regain its leadership in the cost and manufacturing of many products through Biden policy and the efforts of American companies by 2030, and do this in a transformative way that will benefit the world as a whole.  It is an enormous error to say the US does not need good manufacturing jobs, that local governments do not need the tax revenues from manufacturing plants to build services for communities where manufacturing workers live, and the US does not need the manufacturing experience curve that leads to reduced costs. It is this loss of the manufacturing experience curve that is the most vital aspect for understanding the need for the US government to compete effectively with the governments of Asian countries to keep manufacturing healthy and strong at home. Economics experts ignorant of how important this science and engineering principle is fail to grasp this. Related to this is the idea of a virtuous cycle in manufacturing- whoever braves the hard years of moving up the learning and experience curve gets rewarded because once that country has mastered that skill it gets better an better as the technology advances- making it harder and harder to prevent a new monopoly in manufacturing by the country (Japan, China or Taiwan) that had the highest costs and the least advantage ten or 20 years earlier but just persevered through it all with the government's help to gain cost competitiveness. This part does not make it into the economics textbooks which are mostly theory and much of it outdated by the time they are written. Observation is the best teacher and guide as it is in science, to guide policy and action. Obsessive attachment to theory that ignores observation becomes the enemy of progress. Comparitive advantage is one concept that needs to be retired even from the textbooks. Overseas manufacturing then is a piece of the overall picture that fits into what is good for the US. Macroeconomic principles determine microeconomic outcomes as opposed to microeconomic principles with companies out on their own being forced to compete without a level playing field, or handing out technology for special status in a recipient country as some do putting the US at a macroeconomic disadvantage. This is also healthy for the recipient country overseas, as recrimination with loss of manufacturing jobs in the US inevitably leads to the kind of recrimination that does not serve either country well as in the case of China today, and worse still can lead to conflict, even war. After the egregious situation of loss of manufacturing communities across the US leading to destabilizing the social fabric, it is hard to see such thinking prevail about the US not needing manufacturing as a vital part of its social fabric and industrial strength. China, it can be said, would have developed, and developed well over the past two decades without overconcentration of US and EU manufacturing in China. Without aggravating the problems of climate change and contamination of air, land and water, and destabilizing the social fabric in the US hurting workers and communities across the US, if macroeconomic policy was made to manage this process in the US government without it being left entirely to individual companies to decide. Instead China faces today a difficult situation through events such as destabilizing the social fabric in the US (the Trump tariffs), advanced economies in G-7 resistance to sharing of technologies, the damage to its environment from microeconomic locally determined policy at individual companies, and the global effects of climate change from climate unsustainable levels of growth since 2000.  ...

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Siobhan Gorman of the Wall Street Journal interviews Michael Morrell of the U.S. Central Intelligence Agency. Mr Morrell has been at the CIA for 31 years and is a senior advisor to General Petraeus, new head of the CIA. Here he describes the efforts of the CIA and his advice to Gen. Petraeus.

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Comment by Samsung executives that show Samsung was late in the game in adopting Android for smartphones. A decision was made to leapfrog ahead of competitors in 2011 by building on Samsung's strengths in executing.

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In June 2012 India's Food Minister K.V. Thomas agreed that 13% of India's 50.2 millon of wheat grains from a record crop were under makeshift shelters which could be damaged by the monsoon rains. Another complicating factor is that a law from the 1980's intended to protect workers in the jute industry requires all packaging of foodgrains for storage to use jute bags. Since 1990 jute products have increased by about 30% compared to an increase of 82% for the wheat crop, as a result there is a severe shortage of jute bags to store foodgrains in states like Madhya Pradesh.

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Sony is trailing badly in the smartphone business in 2014-2015. Global market share is at about 3.1%. Sales in China have failed to gain with only 0.4% market share, as Xiaomi has made large gains in China in 2014, and with other low cost competitors such as Lenovo. Even in India once considered a promising market Sony smartphone sales market share is at about 3.2%. Market share is about 6.9% in Europe and 14.4% in Japan, according to Counterpoint Research. The mobile division is cutting staff by 2100 from current level of 7000, as mobile becomes Sony's only money losing unit. The head of the mobile division and CEO Hirai are now considering options including selling the unit or joining with third parties. Mr. Totoki, head of the mobile division, says Sony has learned through this experience that creating customer enthusiasm for products involves much more than simply putting together powerful parts.

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Matthew Curtin reminds readers about a couple of facts about Germany. There has been a leftward movement of the Christian Democrats which has supported social protections in the global financial crisis. During the crisis collapsing exports that hit Germany hard. The Free Democrats as a result are the only party campaigning for reforms and lower taxes. The Christian Democrats think some of the Free Democrats plans are unrealistic. There is heavy public questioning of free market economics, and the reason the Social Democrats did so badly with only 23% of the vote is that it supported pro market reforms and lost some of its working class base. As the work subsidies expire in 2010 unemployment could hit 11%. So he says don't expect much in the way of reforms just because the Free Democrats got 15% of the vote and are in the coalition with Merkel.

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A Syrian opposition group describes the mislabeling of opposition groups in Syria by the Obama administration.

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As Mr. Maliki resigns from the premiership in Iraq, a former aide says of his eight years as prime minister that Maliki never battled to preserve the state, only to preserve his own premiership. And other colleagues says he thrived on demonizing the Sunnis and the regular crises under his leadership. The new prime minister Mr. Abadi is also from the same Shiite Dawa party that Maliki belonged to, and it is not clear how is leadership will turn out. The final push for Maliki's ouster came from Ayatollah Sistani of Iran. The U.S. and western allies also pushed for a new leader. The use of sectarian Shiite militias by Maliki to fight the Sunni insurgents from ISIS in 2014 further aggravated Iraq's religious divide.

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Ben Van Heuvelen documents in the Washington Post what Ali Nabhan and Bradley pointed out in the WSJ in May 2009, that the officers in the Iraqi army lacked the training and discipline to act as an effective fighting force. These early indications proved correct and were ignored by the Iraqi government and the Obama administration till it was too late with the fall of Mosul and the ensuing chaos in Iraq.

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Jon Hilsenrath of WSJ provides an illuminating account of how Daniel Tarullo as head of the Large Institution Supervision Coordination Committee has changed the way bank supervision and rules are set for U.S. banks since the days of the 2008 financial crisis. Tarullo started the effort under Ben Bernanke and continues this in 2014-2015 under Fed chairwoman Janet Yellen. The New York Fed is seen as ineffective in bank supervision and the supervisory role is now entirely performed under the leadership of Tarullo, assisted by Kenneth Gibson and Timothy Clark. The trio are some of the great unsung heroes of the effort to put the U.S. financial system and the economy on a safer footing.

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Hardy and Merced take an inside look at what happened at Autonomy Inc that resulted in the charge of $8.8 billion by H-P in Nov. 2012. The problems start with the hiring of Lee Apotheker, a former CEO of German software maker SAP, as H-P's new CEO in the beginning of 2011. This comes after CEO Mark Hurd is fired over relations with a female employee. Apotheker starts out within months of joining H-P with some precipitious moves that raise questions about his decisions- he dumps the new H-P tablet within weeks of joining, and follows this with a move to shift H-P out of its PC business and focus on software. To do this he pays ten times revenue for Autonomy Inc., a British software maker which has grown through acquisitions and not invested enough in advancements for its software, according to a piece by Al Lewis in the WSJ in August 2011. Autonomy's business is software that analyzes and finds patterns in voluminious data like e-mails, online data, web surfing. The tech community and analysts sees this as a risky investment from the start with Apotheker overpaying for Autonomy. Apotheker has failed to look at H-P's record in acquisitions with the failed Palm acquisition costing H-P over a billion dollars. H-P has a poor record of integrating companies. This proves to be especially true with Autonomy with founder Mike Lynch keeping a distance from Palo Alto headquarters by staying mostly in his London office. Apotheker is fired by the H-P Board within months of taking office and the Autonomy managers including Lynch leave H-P in the following months. Alarmed by a falloff in Autonomy sales, H-P's new CEO Meg Whitman sent a team in May 2012 to review the books of Autonomy. This results in finding "serious accounting improprieties." The problems are caught when a senior finance official at the London Autonomy offices points them out. What Autonomy did before selling out to H-P is to sell low end hardware servers at a loss, and disguise the loss by inflating marketing expense, resulting in marketing expenses going up just as it was trying to sell the company as a pure software company. Middle men who sold the Autonomy software reported sales that were made up and licensing revenue was taken before it was received. Analysts at Forrester Research say Autonomy had not invested in R&D, and did not make regular software releases, had poor customer relations, no regular customer feedback, and lacked transparency on future product plans. The question goes back to how did Apotheker make such decisions without giving enough time, with the due diligence reported to the head of strategy Robison and not the CFO as is normal, and how did he fail to catch the obvious failure to invest in the company R&D? Apotheker described his approach in a February 18, 2011 interview with the WSJ's Ben Worthen. He told Worthen a joke about the Swedish parliament where members discuss a proposal to move driving from the left to driving on the right, by doing this gradually. Apotheker's analogy turns out to be misplaced, his approach brash and dangerous, and the H-P's Board's confidence in their new hire misplaced. It turns out that H-P's previous CEO Mark Hurd came in for criticism for not investing enough in R&D. The money wasted in these acquisitions leaves H-P at a severe disadvantage for increasing investments in R&D when margins and sales are declining in the printer and PC business. On Nov. 20, 2012, H-P share price dropped 12% to under $12. H-P reported a $6.9 billion loss in third quarter 2012. Revenue for the full fiscal year declined 5% to $120.4 billon, and earnings declined 23% to $8 billion. ...