LyrArc Article Gist
The Caryle great man theory painted on a corporate canvass is how Collingwood sees the American obsession with all powerful CEO's, with excessive pay packages, surrounded by all powerful top managers selected by them who also have excessive pay packages. The role of middle management, the importance of middle management and the role of younger entrants to the corporation who bring fresh ideas and thinking to revitalize the company is vastly understated and vastly under recognized. Its importance at  a time like this when fresh thinking is needed on a number of dimensions- vision, energy, fresh thinking, dynamism- is growing and a pressing need for corporations. Some corporations and industries would have benefitted vastly from these younger people into the upper ranks of management. Compare the way the new leadership at Fiat and GM, old Chrysler ran their companies and one sees this striking difference of younger managers taking on large responsibilities at Fiat and older management cliques at GM and Chrysler letting the companies suffocate as their adaptability to the new environments was poor. ...

LyrArc Article Gist
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....

LyrArc Article Gist
Fewer CFO's are given a seat on companies Board of Directors in 2011-2012, according to research by SpencerStuart.

LyrArc Article Gist
Paul Ryan asks President Obama to put forward his plan for deficit reduction the day after the passage of the August 2, 2011 Debt Ceiling and Deficit Reduction bill in Congress. Ryan points out that health care cost increases are on an unsustainable path with costs going up by 8% in 2011 and projected to go up by 8.5% in 2012. The Obama Health Care legislation tries in Ryan's view the same failed bureaucratic efforts of the past to cut health care costs. Without a genuine and sure plan to cut costs the only way to pay for Medicare with new mandates is to increase taxes again and again. He cites the CBO's Long Term Outlook in June that total tax revenues would have to double by 2050 to finance the current rate of spending on Medicare and other programs. For Ryan the failure of the Obama administration to come up with its own plan for deficit reduction after passing the Health Care legislation- with expanded mandates and no certain cost control in the reform - is the most difficult to swallow. ...

LyrArc Article Gist
Starting in 2009 Samsung's investment in R&D exceeded the same investment by competitors Sony and Panasonic. By 2011 this gap had widened, as Samsung spent $8.7 billion on R&D in 2011, Panasonic $6.6 billion and Sony $5.5 billion for their fiscal years. This is a result of Samsung's having captured a larger portion of the market and profits in recent years. In the U.S. Samsung has 50% of the market for LCD television sets. Now Sony and Panasonic have reached an agreement to join together their efforts for production technologies to produce OLED television sets, the next generation technology for television. Sony and Panasonic are also working on changing their mindset that focussed on technological advancement and less on delivering consumer friendly technology at attractive price points. Sony developed the first e-reader in 2004, and developed the first OLED set in 2007. But the e-reader lacked the software capabilities of the e-readers developed later by Amazon and Apple. For OLED the production technology was lacking for Sony to produce it at commercially viable prices for mass production. Now Sony prefers to let S. Korean competitors take the lead, and hopes to come from behind by combining critical areas of technological development with Panasonic. Samsung and LG Electronics will bring new 55 inch OLED sets to the market in late 2012. Panasonic and Sony have new CEO's who are faced with developing strategies for a rebound. Panasonic CEO, Kazuhiro Tsuga, is keen on changing the mindset of the company back to the consumer. He told a news conference recently: "Japanese firms are too confident about our technology and manufacturing prowess. We lost sight of the products from the consumer's point of view."...

LyrArc Article Gist
Fiat's Marchionne leads Chrysler. He will keep Jim Press as deputy CEO. Press is a veteran from Toyota. The four brand CEO's are Peter Fong for Chrysler, Michael Manley for Jeep, Michael Accavitti for Dodge, and Pietro Gorlier for Mopar. Except for Gorlier, all are Chrysler employees. Ralph Gilles continues as Design executive, and Scott Kunselman, a Chrysler veteran will lead product development. Frank Ewasyshyn will continue to lead manufacturing. Doug Betts will remain in charge of quality, and Scott Gaberding, as head of procurement. Only Marchionne and Richard Palmer, the new Chief Financial Officer are the new faces at the upper ranks. Marchionne's mesage to Chrysler employees is that Fiat was perceived by many as failing in 2004, " a lethargic automaker that produced low-quality cars." But he says "most of the people capable of remaking Fiat had been there all the time. Through hard work and tough choices, we have remade Fiat into a profitable company." One thing that Marchionne has already in mind is a flattened organization with which he says "we are able to increase speed of decision-making and improve communication." Marchionne is actually a manager who worked and spent many years in Canada. He got his MBA at the University of Windsor, in Windsor, Ontario, in 1980 and his LLB law degree from York University in Toronto. His parents immigrated to Canada when he was 13, and he grew up in Toronto. He worked at Deloitte Touche and Canadian companies before moving to Europe. So he is very familiar with working in North America. Compared to the young group he had working for him in changing Fiat, he has many older managers at Chrysler. ...

LyrArc Article Gist
The head of failed bank HBOS or Halifax Bank of Scotland, which needed $17 billion of British taxpayer money, and was merged with Lloyds Bank after heavy losses, is Sir James Crosby. In a strange turn of events he ends up as a trusted advisor to Prime Minister Brown and becomes deputy chairman of the Financial Services Authority, Britain's regulatory agency. Sir James obviously knighted, obtained the appointment to FSA in 2006 when HBOS was growing rapidly, the losses came in 2008. But just as in the USA some of the people who were in the financial institutions or in regulatory agencies where alot of bad judgement or lack of necessary fiscal prudence was exercized, are still in positions that have as their principal task getting the US or Britain out of this crisis in financial institutions. In this case a House of Commons' committee investigating the banking crisis released written testimony that Sir Crosby summarily fired one of his executives Paul Moore after warning that HBOS bank was moving too fast in acquiring billions of dollars in new debt. One line in the Moore testimony is telling in its description of what happened at HBOS, as it must have in a host of other places in the US and Europe: " Sadly, no one wanted to speak up for fear of stepping out of line with the rest of the lemmings who were busy organizing themselves to run over the edge of the cliff behind the pied pper CEO's and exectuive teams that were being paid so much to play that tune and take them in that direction." End result, Crosby resigns his position before Prime Minister Brown is embarrassed and faces tumult and questions in the British House of Commons....

LyrArc Article Gist
This editorial in the Economist magazine says the banks have paid large fines for wrongdoing but individual accountability has not been achieved. Only one individual conviction has been achieved related to market rigging in Britain. The penalties paid by banks between 2009 to 2014 worldwide add up to $245 billion, according to CCP, a research group. The problem says the editorial is that without individual accountability this is likely to be seen just as a cost of doing business. For the culture at banks to change individual acountability has to be established, and only now are banking regulators realizing that the public's disillusionment with the political parties in power during the last decade in Europe and the U.S. has its roots also in the way accountability has been tackled. Editorials in the WSJ and the NYT have addressed the same theme and expressed the same concern. The May 21, 2014 editorial on the U.S. Justice Department's legal settlement with Credit Suisse. "Holder convicts Switzerland," was critical of the Justice Department because this settlement did not bring accountability or justice. Columnists Eavis and Reilly in the WSJ, Protess and Greenberg in the NYT, were also critical of the settlement. Other legal settlements followed the same pattern throughout 2012-2015. Another aspect of this and a larger problem is that the same management has remained in place in some places. Shareholders expressed their feelings at the recent Deutsche Bank meeting in June 2015 when one shareholder association asked the question: "Mr. Jain are you the solution to the problem or part of it?" questioning how the same management that created the problems was going to fix the problems. A week later the two co-CEO's departure was announced and a new CEO appointed. BaFin, Germany's regulatory authority was described as not providing effective oversight on management at Deutsche Bank, by Eyk Henning in the WSJ March 28, 2014. It is too early to say if the public's frustration with the slow pace of establishing accountability and generating culture change is at long last registering with regulators and the political parties running the government. Prime minister Cameron and chancellor George Osborne's decision to put $1 billion into communities throughout Britain from the fines, described in the WSJ May 31, 2015, and an additional $227 million pounds from a legal settlement with Deutsche Bank in April 2015 for creating 50,000 apprenticeships, is the first sign of a conviction developing in political parties that instincts of fairness and the compact between the people and their government handed down over many, many years and generations, need to be respected. In the U.S. communities devastated by the recession and foreclosure crisis, especially inner cities, could benefit from Cameron and Osborne's exceptional idea. For the political parties and the political elites in Europe and the U.S. it is a way to restore some of the trust lost in the last decade. For banks a change of management, cultural change, will benefit the employees and shareholders, and improve relationships with customers, restoring trust over the next decade....

LyrArc Article Gist
50% of European CFO's surveyed by CFO magazine and 60% of Asian CFO's think the dollar decline is permanent devaluation compared to a third of US CFO's. The Commerce Dept figures show January exports 16.6% higher than a year earlier, and the trade deficit down by 7% in 2007 vs 2006 which will accelerae in 2008 with the larger dollar decline. As long as European and Asian economies continue to grow a bit slowly but not in a recession like the US the positive effect of growing exports should continue. So far for the last 6 quarters according to the WSJ exports have contributed 1 percentage point on average to economic growth measured at annual rate while the housing slump has subtracted just over one percentage point on average. So this is no small feat for exports and it has helped make the economy more resilient to the shocks of housing and oil price. As long as the growth overseas is not affected to a great extent by the economic slowdown in the US exports can continue to play this role. As the housing crisis is primarily a US and UK phenomenon this should not seruiously damage the economies of Asia and Europe and their ability to take in US exports....

LyrArc Article Gist
Isaacson tells the story of Musk and paying $44 billion for Twitter, how all these birds have to go. Of Musk seeing the words "psychological safety" at Twitter and being take aback. Mental wellbeing, worklife balance were not his thing, says Isaacson. A failed acquisition, conversion and renaming of Paypal, led Musk to Twitter as a way to create a site that does all things including payments and social media. Contrast Musk with Carlos Tavares, CEO of European EV automaker Stellantis who makes worklife balance part of his way of running the company, and one sees a shocking contrast in a war of ideas of what is the most productive and what makes productive employees.

LyrArc Article Gist
Ostrower and Cameron point out that Dennis Muilenburg, the new CEO of Boeing, is first and foremost a engineer. He comes from a different background than former CEO Jim McNerney. McNerney graduated from Yale University, and followed a path of consulting with McKinsey, work at P&G, moved to General Electric where he worked under Jack Welch for many years, before the position at Boeing. This was a path for many CEO's at the time. As the U.S. returns back to its manufacturing and technological roots and with the manufacturing and technical problems at Boeing and Airbus, Muilenburg brings the right focus to meet future challenges. Muilenburg graduated from Iowa State University with a bachelor's degree in aerospace engineering, a master's degree in aeronautics and astronautics from the University of Washington He joined Boeing as an engineering intern in 1985, and is at Boeing since 1985. Since Dec. 2013 Muilenburg was president and COO, leading Boeing's effort to use automation to cut costs of developing and building commercial jets. Before that job he headed Boeing Defense, Space and Security, where he is credited with improving the operating margin from 9% in 2009 to 10.8% in 2013. He cut costs and closed facilities as the division share of Boeing revenue declined from about 50% in 2009 to about 34% in 2014 following defense spending cuts, but did this while maintaining higher research spending to drive efficiency improvements, say analysts. At Boeing Muilenburg's first 14 years were spent designing jets and military systems, some for contracts such as the advanced fighter jet program which Boeing lost to Lockheed, before moving to Washington D.C. for a new unit selling air traffic management services. He says the move was a period of personal growth for him more than any other period in his career. Muilenburg enjoys cycling, and puts in about 120 miles per week around Chicago...

LyrArc Article Gist
CEO Norbert Reithofer who became head of BMW in September is pushing BMW in the direction of more collaborative work with other car companies. He has set as a goal collaborations in the areas of components, drive systems and modules. Daimler's new chief Dieter Zetsche s also rethinking how it approaches its business. One way to develop new technologies and purchase parts and components efficiently is to work with other companies who are striving to do the same things. Both CEO's see their companies as midsize manufacturers in a world of auto manufacturing where Toyota and VW, GM and Ford have the advantage of much larger sales over which to spread their research dollars, or to make efficient purchasing by using volume purchasing. Daimler is encourged by its participation in a combined effort in the area of hybrid technologies with BMW, GM and Chrysler, and the progress made in that area through collaborative effort. This is making both companies rethink their intense rivalry since the 1930's, one based in Stuutgart and the other in Munich. Both companies have good profits and as the environment gets harsher with steel prices rising, with demands from the public for tougher new auto emission and fuel efficiency stadards requiring allocating more dollars for R&D, a strong euro and a struggling US economy. The challenge they face is sustaining this profitability as it becomes more costly to operate in this environment. Both companies have appointed some of their talented executives to profitability teams which are working at developing more collaborative efforts....

LyrArc Article Gist
The uncertainty generated by the "fiscal cliff" in the U.S. is hurting the U.S. economy as businesses hold off on investment and hiring.

LyrArc Article Gist
Christophe Weber, a Frenchman, is made the new CEO of Takeda Pharmaceutical in Japan.

LyrArc Article Gist
David Cote describes his experience as a late bloomer. He describes his experiences taking six years for college, and at 23 living with a pregnant wife in a New Hampshire tenement. With the only heat source a stove for a chilly New Hampshire winter, and not enough money to support three people, it was his wake up call. A lesson learnt from his father who operated a service station stays with him. It is about thinking twice when your pride and emotion drive you in another direction but you have to act smart instead. Decisiveness can be a bad thing, if done the wrong way- coming up with a decision without getting all or as much as possible of the facts and looking at them carefully. The bigger the decision, the bigger the consequences if you get it wrong. For this it helps to have people around a senior manager who do the same, are able to think independently and argue with you about it in a way that keeps the matter objective without it getting emotional.

LyrArc Article Gist
Most people hae not heard the name Radhabinod Pal the sole dissenting judge at the Allied Tribunal who questioned its legitimacy in a dissenting opinion. Here we learn that Judge Pal's opinion sealed a friendship between him and Abe's grandfather Nobusuke Kishi charged with war crimes but never tried. Mr Abe visited the Netaji Subhas Bose museum in Calcutta and said that he was determined to strengthen Japanese Indian bilateral relations that Bose wanted to see. Appears to be an emotional bond and a visit that aroused old feelings from a family tie for Abe. Note that India and Japan vowed to seal a economic partnership by December. Small as this seems this may be a big turning point for South Asia. See the details of the Japanese investment plans in India especially in infrastructure projects in related article.

LyrArc Article Gist
Toyota is expanding an original recall announced in late 2009 for 4.3 million cars by adding an additional 1.1 million cars. That recall involved pedals catching on floor mats. The original recall followed afatal car accident for a Lexus E350 sedan on a San Diego highway when it accelerated out of control killing all 4 occupants. For Akio Toyoda this comes as something he suspected could happen when he assumed the CEO position last June. He said then that Toyota had made amistake in the last decade with its push to become the world's largest carmaker under previous CEO's Okuda and Watanabe. See the links to this where his father Shoichiro Toyoda had serious concerns about how the company was run and a sense of foreboding about problems still to come. Shoichiro's sense was that the company was becoming too complacent and expanding too quickly. This was also the reason he worked behind the scenes to get Akio into the CEO position as someone who could take Toyota back to its original spirit. This may make swallowing the problems -and the apology which has taken so long for Akio- more difficult, as he had a sense all along that things weren't running the way they should. Under Okuda and Watanabe the quality problems were already becoming evident. Okuda became CEO in 1995 and chairman in 1999. Between 2000 and 2007 Toyota sales expanded from 1.6 millon to 2.6 million in the USA and it expanded with new manufacturing facilities in the USA- a full size pickup plant in San Antonio in 2005, a RAV4 sport utility plant in Ontario in 2008 and another plant in Mississippi. With the rapid expansion came quality problems and in 2005 Toyota recalled 2.38 millon vehicles, more than it sold that year. Watanabe who was president in 2006 delayed introductions of models for 6 months to give engineers more time to work on improvments in design. A two month internal review showed at the time that the product development process was'nt working the way it should- it showed that engineers were not conducting the rigorous quality checks that were an established practice at Toyota and sending out products relying on computer simulations. Toyota engineers from that period say the current problems may have some connection to problems that may have not been completely addressed from that period....

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

LyrArc Article Gist
The Detroit News Daniel Howes draws UAW leader Gettelfinger's attention to how serious Obama is about this auto loan not being a bridge to nowhere, and how Obama expects union, management and others to kick old habits and start building areally viable competitive future. Howes thinks Gettelfinger and the UAW may be doing what they did before in kicking the proverbial can down the road, as they said they would ask Obama and Democratic leaders to help the unions take out clauses for unions to do their part in the road to recovery that are stated in the term sheet for the loans. Howes reflects Detroit opinion in favor of the loans and helping GM, UAW and management get the bridge loan, but here he makes a marked shift in view. Howes accepts that the situation now is where with a bailout weary public and Democrats in the new Congress (more keen on getting energy efficiency and a competitive car industry than helping out the UAW and current management), and Obama, are not likely to support the old habits and ways of the car industry, its unions,its old managements and boards, and its old way of doing things. Howes is even skeptical of Wagoner's claim that he is going to reinvent the company. There are only 3 months between now and March 31st and the term sheet for the auto loans says the time between now and then should also be used to prepare for an orderly bankruptcy with government support and financing in place. No less than in a place like Detroit this columnist is calling for serious attention to be paid to what this term sheet implies and the public mood is saying by all concerned. In a sombre message to union bosses and management and politicians, Howes says its Big Three communities that would be paying their own prices as CEO's, union bosses, politicians and bankers, played chicken with other people's livelihoods and lost anyway. So the bridge loans given that there are only 3 months to come up with plans and action for viable futures for GM and Chrysler, are in fact a serious step for the last act before an orderly bankruptcy takes place, unless every stakeholder gets his act together. ...

LyrArc Article Gist
How ArvinMeritor navigated the treacherous waters of the automotive parts buzsiness since 2000 when the company was formed taking in the automotive business of Rockwell International in Troy, Michigan. The combination was designed to bring the automotive parts business for roof and door systems, chassis and wheel products with the comercial truck business which makes drivetrain systems and components like axles, drivelines and braking systems. The business is in turmoil and ArvinMeritor last recorded a profit in 2005. Here is how they did it. First, the combination provided some linited diversification for the cyclicality of the automotive business passenger cars and trucking together. By 2004 the foreign makers especially the Japanese were taking market share from the Detroit Big Three car makers which only accelerated after that when the Big Three overconcentrated on SUV's and had no competitive car lineup to match the Japanese in 2007 and 2008. The Big three closed plants and companies like ArvinMeritor closed plants also. In the last couple of years first GM and then Ford began to emphasize emerging market countries like China, Russia, Brazil and India. Wagoner GM's CEO in citing improved results in 2008 specifically referred to the $500 million profit in Brazil as making this possible. He also said that when investors see the improved results so early they are forgetting that the model that GM has setup has changed completely from the model that investors were used to in previous years which was a large and growing US focussed market base. Now its a global focussed market base with particular focus on emerging markets. ArvinMeritor has followed this pattern and set up parts plants in new countries like Russia to supply the Big Three's plants there. But it appears from Phil Martens, Arvin Innovation's CEO's statement that only 20% of global automotive sales for ArvinInnovation, the automobile part of the busines that is being setup as a separate company, are coming from the Big Three of Detroit. And 65% of the sales are coming from outside North America. Which suggests that 15% of sales are coming from the foreign carmakers in North America. ArvinMeritor closed 11 plants in North America and the new company Arvin Innovation has 42 facilities in 16 countries with sales of $2.2 billion in fiscal 2007. ...