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The need for adequate disagreement for the right decision to emerge. That was one of the tenets of Alfred Sloan. Not letting dissent appear or having precooked decision is arecipe for disaster as GM discovered recently.But it was the Sloan Gm that set the rule on this and it is the ultimate irony that it disappeared at GM years and decades later.

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China's government is taking up stakes in private companies with large debt and needing financing. Private enterprises have less access to cheap bank loans and other types of financing than state owned firms, and are squeezed by China's efforts to reduce pollution and overcapacity. The tariffs war with the U.S. has also hurt the economy and taking stakes in private companies is way to ensure business stability for China. Its an effort to keep employment stable in the private sector that has 60% of the jobs. Zhejiang Great Southeast Company is a plastics packaging company with founder Huang selling his entire 29.5% stake in the company to state owned Zhuji Water Group Co for $168 million. He did this to repay holding company loans for which he pledged two thirds of Zhejiang Company shares. Beijing stepped in to ensure there is no sharp rise in unemployment. In the first 6 months of 2019 Beijing took 47 such stakes, according to Fitch Ratings, with 52 stakes taken for all of 2018.  The purchase of stakes includes state run companies and investment vehicles of local governments. Even this does not reflect the whole effort of China to ensure no sharp increase in unemployment. From October 2018 local authorities and state linked entities put together about $100 billion of "relief funds" very quickly, estimates from TF Securities. These funds are for passive investments, state owned enterprises normally take on a hands-on role in running the companies. Oxford Economics estimate is that China's private sector provides about 60% of all urban jobs in 2017, increasing from 36% in 2010. Researchers say China stepped in in this way after failing to get banks to lend more to the private sector. The tight supervision to reduce risk of supervisory agencies has made it harder for private companies to get loans. Shadow banking and trust loans was an early target, and stock market selloff hurt entrepreneurs who used shares as collateral for loans. ...

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Says El-Erian, CEO of PIMCO, the future, which he and his colleagues at PIMCO like to call the "new normal," will be quite unfamiliar. Most people had become conditioned by the experience of what is normal under a finance driven economy, deregulation and globalization. Now he says things will not revert back to their previous states in spite of all the government's efforts to restore the normality. With all the flexibility and regenrative forces at work, these will not be sufficient to offset the disruptions that have taken place. For one thing the growth rate will slow. Annual trend growth rate won't look like the previous number. He says forget the 3% annual growth rate of the last 15 years. The number will be more like 2% or less when the economy recovers. See the link to lower USA growth rates in the future. He sees unemployment high in the next 3-5 years, with a floor of 6%. The financial system in the US will be carefully regulated, and look more like a utility. And the anglo-saxon model of capitalism, which gives finance a central role will be seen worldwide as too crisis prone and risky. With global growth shifting to India, China and Brazil, the shift of wealth and economic dynamism to these countries will accelerate, in a context of lower worldwide growth....

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Some clues to why president Biden is not getting the credit for work done to better people's lives is the workplace. Workplace dissatisfaction measured in the Gallup 2023 Workplace Report shows the number of workers stressed, disengaged, or angry, is rising. A BambooHR analysis of data from 57000 workers shows job satisfaction scores have dropped to the lowest level since 2020, dropping 10% in 2023. Some of the causes- the unsettled state of the workday, being micromaanaged back to the office, even as they realize the isolating nature of remote work or hybrid work, inflation erasing any gains in wages, and a cooling job market leaving some stuck in same roles. New workers were hired in 2022-2023 and many have still to find fulfilling roles. Employers focused on hiring and less time was spent on situating new employees well. This is happening even as workers have more control where they work. Other causes are a backlash to employers efforts to get all employees back to the office. Another issue nearly a thrid of workers do not work in the same place as their bosses at large companies, up from 23% in 2020, accroding to an ADP survey. This means workers have long distance relationships with bosses and co-workers, weakening ties. In 2023 it is a very different workplace than before the pandemic. It may also offer some clues to why workers are skeptical about the work done by the Biden administration looking at their own lives after the pandemic even though major efforts are being made by president Biden in cost of living, in wages, support for labor and unions, and in rebuilding infrastructure and public services. ...

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The protests in Hong Kong could end up as a failure because of the lack of any leadership in the movement for Hong Kong rights. In the early stage the lack of leadership helped build up mass support. As the movement grew it also had weakness in the form of a lack of a coherent program for negotiations with the central government in Beijing. The risks inherent in internet mass media communication are apparent as it brings out people in large numbers nd amplifies all grievances, but fails to produce tangible or concrete results as time passes and lack of coherent leadership weakens the mass movement or makes it overreach.  The lack of communication between the Hong Kong government and protesters with Carrie Lam Hong Kong's CEO not meeting them also led to a lack of a negotiated way out.  This overreach is what Friedman talks about in the NYT saying that the limited universal suffrage offered by China in 2014, with Beijing crossing off candidates openly critical of it, should have been accepted by Hong Kong protesters in negotiated settlement with some protections. The 1200 electoral body would vote for which candidates should stand for election in the Beijing formula. This was not such a bad thing as it offered limited suffrage where there was none in China, says Friedman. By rejecting that formula the protesters gained little because the "perfect" is not always the best option or a practical option when all the realities are taken into account. This is happening again in 2019 with the protesters and Beijing moving further apart and creating a bigger gap with very little constructive communication between the two sides. The efforts to bring the U.S. into protecting Hong Kongers rights by protestors marching to the U.S. consulate also could be seen as going too far by the rest of the people of mainland China, as the U.S. has its own problems including growing inequalities and confrontation between different socio-economic groups. The gradual shift to more disruptive tactics and confrontation with police led to damage to public structures that affected the image of the protesters. The overall lack of a coherent leadership that could negotiate some form of agreement for the future is now seen as a problem for the protest movement. It could lead to a failure to secure the Hong Kong rights protestors seek, says Friedman in the NYT, creating a story of missed opportunities with missing communication, missing negotiation around a "do-able" agenda that builds on common ground between the opposite parties. ...

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Starting January 1, 2011, new rules governing European finance will be put in place. Three new European regulators will exercize control over large parts of Europe's financial markets. The new bodies take over from three committees that earlier co-ordinated the supervison of European banks, insurers, pension funds, and securities. Credit derivatives and ratings agencies will be brought under regulation. The new rules centralize authority that was exercized by national supervisors -or as in some cases as in Ireland not exercized at all. Considerable power will be exercized by the new agencies. The European Securities and Markets Authority (ESMA) will directly supervise ratings agencies.

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Most American large companies support president Biden's decision to mandate vaccinations for all employers with more than 100 employees. Smaller business also supports the decision as it makes this decision for them. The US Business Roundtable of the largest US companies issued a statement saying it "welcomes the Biden Administration's continued vigilance in the fight against Covid." It went on to applaud the decision of some companies to implement a vaccine mandate before the president's decision. Companies would like to see a rapid ramp up in testing capacity as they see testing capacity levels not the vaccine mandate as the real problem today with the surge in Delta variant. These companies such as Target, Nike, and retailers see testing capacity as "stressed" and say "testing capacity must be scaled immensely to meet the new requirements." Labor unions clearly support president Biden's decision including teachers associations, and the AFL-CIO. Some companies including Delta Airlines are imposed health surcharges for unvaccinated employees, and United Airlines has brought in its own vaccine mandate. The president's vaccine mandate has broad and deep support of the American people and business, according to this WSJ report, with recognition of the huge risks posed by the transmission rates of the Delta variant in the surge of coronavirus in September 2021. However companies say the Biden Administration has to scale up testing capacity quickly to make it work. ...

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Tom Friedman explains why Applied Materials is one of the largest solar panel manufacturers in the world but makes its panels in 5 factories in Germany, four in China and one each in India, Taiwan and Italy. With no factory in the USA. And all 14 factories put up in the last 2 years, put up overseas. Applied Materials is opening its largest worldwide research facility in Xian, China, in October 2009. Applied develops the knowhow for solar energy at its research facilities for manufacturing technology. These solar panel factories says Applied CEO Splinter go for about $200 million each. Solar panels technology can vary from thin film coated onto glass with nanotechnology using crystalline silicon, to other technologies. Germany is at the forefront of the world solar energy industry. It is the second largest industry in Germany employing some 50,000 people. China is putting a new emphasis on pollution free energy. What Germany has done says Friedman after visiting Applied Materials research facilities, is to allow any business or homeowner to generate solar energy, and if they decide have the power utility to connect them to the grid as well as buy the solar power at apric and duration attractive to the homeowner or business user. Something the USA has still to do. As a result solar energy consumption in the USA lags way behind these countries. Applied Materials largest USA customer is a German owned company in Oregon says Applied CEO Splinter. Splinter points to the fact that solar energy is becoming an important industry, similiar to the way the auto industry assumed importance. For Applied Materials this means revenues of $1.3 billion in the last 12 months, according to Splinter. ...

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For the 100,000 employees of Vodafone the pandemic has lessons for creativity, flexibility and innovating in work habits. In 2 weeks 95% of the employees worked remotely. Now Vodafone experts say that individual projects and tasks make up 60% of work which can be done remotely. Only 40% of tasks require working in a team setting with other people. The 60% done individually can be done in a remote setting making it necessary to to adopt a flexible approach for best results. Here Nick Read, Vodafone CEO, says because of London's unique setting and exceptional access to the talent pool this will always be a good office location as a central office. Yet the new concept is for hubs all over the country so that Vodafone can tap into talent across the nation in diverse parts of the UK. Mr. Read looks at the views of employees and says this period has shown enhanced productivity with remote working. The additional challenge of balancing family and work can create some stress, and Vodafone has taken some steps to tackle this. It provides guidance to employees on how to handle work in a remote setting, limits meetings to 20 minutes with long separation between meetings. Vodafone is now designing offices in European locations based on what it has learned during the pandemic. In the Netherlands it is splitting the office and remote work 50-50 based on Vodafone's new understanding of the value of remote work. The expansion of the work day as employees handle other tasks, has to be handled well with some structure. The German idea of Feierabend, or end of working day, calling for a set time to disconnect the work day and do something else cycling, exercizing, something fun and relaxing to disconnect, is shown in Lyrarc. Other articles on working remotely in Lyrarc show that limiting intense concentration work to 4-5 hours is a good way to be at your best in productive work. This is because an 8 hour work day at the office has many distractions, meetings and interactions. The office work day has much shorter stretches of concentrated work than we think. ...

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 South Korea has run about 300,000 coronavirus tests, double that in Italy and ten times that in the U.S., says this report in the WSJ. This report shows how the South Korean testing works and the workday of Lee Hyuk-min, a clinical microbiologist at a testing lab of Yonsei University Health System Severance Hospital in Seoul, who is working from 4.45 am to 11 pm. South Korea's effectiveness in controlling the spread is based on a strategy of efficient testing that enables isolating quickly people and areas. South Korea's testing network is a legacy of the MERS coronavirus outbreak in 2015, and the government failure at that time to control it.  It brings together doctors, medical staff, labs, and political leaders in roles following the protocols established since then. Dr Lee and others are the final checkpoint in the system which coordinates a diagnostic operation that combines together 633 test sites and 100 labs. The protocol includes a uniform setup- same testing equipment, same training, same decision making process. At 8 am each day all labs upload results to a shared database, which allows public and private hospitals to monitor patient results and report them to Korea Centers for Disease Prevention and Control. Hospitals upload testing details to an online directory. This surveillance allows South Korea to predict where to concentrate its efforts for controlling spread, says Dr Lee who advises the South Korean government on lab testing issues. Action plan took 2 years for the new rules to be implemented following MERS in 2015. The plan included accelerated bio testing company approval for tests. The first company got approval on Feb 4, followed by 4 other firms. Dr Lee says testing is only part of the equation as labs are needed to process and confirm results. Another key is innovation. South Korea setup testing in drive thru locations, that limit contact and speed up testing, which the U.S. is adopting. Dr Lee says early identification is key, and identifying the first coronavirus patient which was done in South Korea on January 20. Other countries including the U.S. took too long to identify the first patient, says Dr. Lee. ...

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The role of the middle manager in American companies in 2013.

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Aeroflot is listed on the London stock exchange. It is going through a makeover by ordering Boeing and Airbus planes to become profitable, because the older Russian made Tu-154 planes were costly to operate with higher fuel consumption. The Sukhoi Superjets are being built in partnership with Boeing. Kramer says the aircraft industry operates on long timelines so that the lack of local aircraft comparable to Embraer of Brazil and Bombardier of Canada is more a reflection of the situation in the 1990's than of today. Newer aircraft are planned for the next decade for smaller midrange planes. In the meantime Aeroflot is selling all of its Tupolev aircraft and plans to layoff 6000 workers during the transition to profitability. Till 2009 Aeroflot was run by Yeltsin's son-in-law, as were many other companies managed by Yeltsin's inner circle during that period. Following changes made by Putin in 2009, a new CEO was appointed to better manage the transition of the airline into a national and global carrier....

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Because of the proliferation of information and content on the internet, it is the services that help users navigate the content that do well not the content producers. This is one of the big reasons for the continuing failure of AOL and Yahoo. U.S. onine advertising went up to $31.3 billion in 2011 from 2010, according to eMarketer. Yahoo's share of U.S. online advertising will decline to 11% in 2011 from 16.1% in 2009. And AOL's dropped to 2.7% from 4.4%, according to eMarketer. The average cost to reach one thousand views on Yahoo in July 1998 was $25 per thousand, it is $6.50 in July 2011, and was $7.65 in July 2010, according to SQUAD Webcosts. Rob Norman, CEO of WPP PLC's GroupM North America, says he is really skeptical about the value Yahoo brings. He sees it as mostly commoditized inventory, and little that has a unique value to users. Analysts say that over time this problem of falling ad rates with commoditizing of content and proliferation of inventories could be faced Facebook by also....

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Norway's sovereign wealth fund, the Government Pension Fund Global, is run by Yngve Slyngstad. The fund has $570 billon, $100,000 for each of Norway's 4.9 million people. The fund took a 23% loss in 2008. Then the fund made a shift from 40% equity holding to 60% equity holding, which has paid off. The losses were reversed with a 26% gain in 2009 and a 10% gain in 2010. The fund gets all of Norway's oil revenues less about 4% of the fund's value that goes to the state budget. Slyngstad became CEO in 2008, and persuaded finance ministers to take on greater risk, leading to $175 billion in stock investments during the financial crisis. He has told Parliament that he will get returns of 4% after inflation- higher than returns of 3.1% that were made since 1998. With assets equal to 2% of the total market value of stocks trading in Europe, the Norwegian fund is a major investor. Rules set for the fund prohibit investments larger than 10% in any one stock.

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A CEO of American Airlines from 1985 to 1998 offers his views on what should be done to create a healthy airline industry. He wants to see significant government investment to build a new radar system ffor American skies and to do it faster than the current pace. Till such time he wants to see the government to limit flights to what the current system can handle as airlines will not do so because of competitive position. He would like to see government set stringent financial standards fo new lowcost airlines if their only purpose is to gain some short term profits by gaining market share through lower prices and waiting for an IPO and then sometime later going out of business. He would also limit American concessions to open skies to all airlines and would prohibit offshore maintenance. To increase room for airlines to recover costs and make a decent profit he would lower the fees and taxes that are about 15% or higher of an airline ticket.

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With slow growth in sales of PC's which use Intel microprocessors, Intel CEO Krzanich plans to make job cuts and management changes. Intel first quarter profit was up only 3% on overall revenue unchanged from the prior quarter. Executives leaving are Ms Renee James staying till end of 2015 for transition planning, Hermann Eul and Mike Bell. Intel Capital chief Arvind Sodhani is retiring in Jan. 2015. Intel's efforts in smartphones have poor results, and sales of chips for tablets had to be subsidized leading to operating losses. Intel will reduce spending in 2015 by $300 million. Renee James was made president sharing the top position with Mr. Krzanich in May 2013 in a dual appointment. In practice it was Krzanich who took the leadership role at Intel Corp. In other changes security products, including McAfee, were integrated into Intel Operation's under general manager Chris Young. Josh Walden, general manager of new technology group now leads all product and research teams including wearable computing devices. Aicha Evans moves to the management committee....

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WSJ describes the close friendship since 1994 between Dana Waldman, head of Disney, and Kamala Harris. It does not mention that Dana Walden is the granddaughter of Rose Freeman, a Jewish immigrant from Austria that is shown to be a survivor of a garment sweatshop the Triangle Blouse Factory Fire in 1911. This fire started America's labor reforms under France Perkins for safety, hours of work limited to 54  by NY law with help of Teddy Roosevelt Republican president, and New York Governors Al Smith, Franklin Roosevelt.  It also does not mention that Frances Perkins is the first woman to be appointed to the cabinet- as Labour Secretary by FDR in 1933. Frances Perkins told Roosevelt at that meeting in 1933 about her fight for labor reform for Social Security and Unemployment Insurance- "All this is really new. You know that don't you." Today Social Security and Unemployment Insurance is a bedrock for families- Republican or Democrat. People forget that Teddy Roosevelt and FDR were a Republican and a Democrat- yet both were on the side of decent conditions for workers and children, and families. Matt Walden and Doug Emhoff in the California entertainment industry knew each other years before Dana Walden, Matt Walden's wife and co-head of Disney Entertainment introduced Doug Emhoff to Kamala Harris in 1994 on a blind date. At the time Harris was District Attorney of Alameda County. Dana and Kamala became close friends. ...

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Jena McGregor's interview with Ben Horowitz of Silicon Valley. Horowitz says its best to keep the founder as CEO, because its harder to teach a professional CEO to innovate, than it is to teach a founder to be a CEO. Better to take the advice of one football sports team owner to his coach when told about injuries and problems: "Nobody Cares. Just coach your team." Best to focus on the task ahead than to get overburdened by thinking about the hurdles. Many companies make the mistake of overhiring and finding they are in trouble when business falls off. At that time a moment of honesty is essential, even though a trust with the employee has to be broken, one cannot hide or blame the employee- only by saying we screwed up and planned the business the wrong way, can one make an honest effort to recover. Not making the honest assessment and being frank with oneself and colleagues can be fatal for a young company. Andy Grove of Intel, cites this example in his book "Only the Paranoid Survive," - to shift out of the memory chip business and close plants was essential once it was clear the Japanese had an unsurmountable edge, a long term move into microprocessors had to start now for Grove and Intel in 1986. An outsider's impersonal logic and no emotional involvement had to be Grove's mindset, as if he was replacing himself as the new head of the business, going out one door and coming back in. Panasonic's moves in 2013 under CEO Kazuhiro Tsuga to exit the plasma television business and focus on new business opportunities, including electric car batteries, is a recent example. On motivation or purpose: no big vision has to be announced and repeated- it is enough to make being a good company at what you do the end goal, make craftsmanship or doing the work you enjoy and can contribute in the end goal and purpose. The modest and straightforward is enough reason for existence and doing very well. How important is training? A lot, a great deal more than one can imagine. People can be talented but not productive. Companies that have good and extensive training programs can do much better than companies that lack these programs. Managers who can continue this with on the job training are also valuable to build on training programs. Sony's Akio Morita personally interviewed new hires, new engineers joining the company at all levels- it is really the contribution of the thousands of engineers that he personally interviewed that built Sony into a global pioneer in electronics in his time. He says the future of the company is determined by the people the company hires. Goes even further, by saying the fate of the company is in the hands of the youngest recruit on the staff. Horowitz finds Jim Collins as management writer a bit abstract and mushy, he prefers Intel's Andy Grove and his books such as High Output Management, as more specific about how to manage business. One could add "Made In Japan," and Morita to the list....

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David Brooks of the NYT is critical of the way Google CEO Sundar Pichai handled the Damore email affair. Pichai cut the discussion short and fired a 28 year old engineer who wrote a controversial memo about women and working in the software industry. Brooks says the memo actually makes things harder for women in a male dominated tech world.  Not mentioned here or in the coverage in the media is that Google could have used this as an opportunity to refocus the discussion on how to correct the exaggerated tilt in favor of men in the male dominated tech world- about 80% male. Even with the differences between men and women is such a huge tilt a good idea? How could it be handled by giving women better opportunities and changing the culture itself to ways that can make it good for both sexes. An extremely competitive environment with its corresponding behaviours is not the best environment for all. Most of the male dominated tech world does not walk the talk by actually helping women in tech in multiple ways, including changing their own culture- this itself could have become the focus of the discussion. Google could turn its gaze inward and say this is happening because it was too late or not doing enough, and use this as a wake up call- letting people be heard, yet quietly redoubling its efforts as some contrary voices explain how the current situation happened, is another way to respond effectively that eluded Google.  ...

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Kindler on Pfizer's turnaround in April 2007. H plays jazz piano like his son and likes to spend time with his family where his daughter likes to remind him that he is not CEo around the house. He goes on sales calls with his sales reps to find out what its really like talking to doctors as a sales rep first hand and no one knows who he is. He likes to go out here on the road to talk to people and find out about the business. Kindler's experience is not as a pharmaceutical industry insider. And he has watched Pfizer stock sink by 50% and all sorts of issues come up fromquestions about the integrity of clinical trials to low morale and layoffs, and skeptical public.

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Otis Elevator is moving a plant based in Nogales, Mexico, back to the U.S. This plant was moved to Mexico in 1998 for cost reasons. Now Otis CEO, Didier Michaud-Daniel, says producing at a new South Carolina plant will cost less than Mexico. Logistics and freight costs are 17.3% less in the U.S. than Mexico, and an additional 20% in savings come from "efficiencies" gained by having all its white collar workers associated with elevator design and production. Most companies that manufacture in China and Mexico keep their design and engineering jobs in the the U.S. It is not clear to what extent American companies have considered all the costs of separating design and engineering from manufacturing, including the opportunities for close cooperation possible in one location that are lost when everything is so spread out. At Otis toolmakers in Dallas and engineers and designers located in Indiana and Arizona traveled to the Nogales, Mexico plant. This can be especially important when as in Otis's case the new plant in Florence, South Carolina, plans the launch of a new generation of elevator designs. In this case there is an added benefit by making it easier for customers to visit the plant and look at the product. The new plant will have more automation and use fewer workers on the factory floor. The new factory will employ 360 workers including white collar workers, the same as the Nogales, Mexico, plant with a lower number of factory floor workers. ...

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As Citigroup shares dropped to $3.77 a share last week abruptly losing 50% of their value in a week, the Federal Reserve, Treasury and the FDIC were in negotiations over the weekend with Citigroup. Mr Paulson had several discussions with Robert Rubin, influential executive and director of Citicorp. And Citicorp CEO Vikram Pandit spoke with regulators and lawmakers. The deal that was worked out is as follows. Under the deal about $306 billion of largely residential and commercial real estate loans and certain other assets, which will remain on the balance sheet, will be backed up by Citigroup and the government. Any losses will be shared in the following manner. The first $29 billion in losses on that portfolio will be Citigroup's responsibility. Any losses over the $29 billion will be shared 10% by Citigroup and 90% by the government. Of the government's losses Treasury will use $5 billion from the bailout fund, FDIC bear the next $10 billion in losses, and the Federal Reserve will guarantee any additional losses above this $15 billion. What will the government get in exchange? Citigroup will issue $7 billion of preferred stock to government regulators. In addition the government is buying $20 billion in preferred stock in Citigroup with all preferred shares paying a 8% dividend. The other aspects of the deal are that all dividend payments by Citigroup will be halted for 3 years, certain executive compensation restrictions, and Citigroup will put in place the FDIC's loan modification plan which is similiar to the plan it recently announced....

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Tether is a cryptocurrency based out of the Virgin Islands that is pegged to the dollar 1:1. It has $120 billion in assets mostly safe US Treasury bills, and gold, bitcoin. It made $6.2 billion in profit for its owners more than Black Rock largest American asset manager fund. What does this mean? It offers an outlet for trade in oil for Russia and other countries such as Venezuela. At the same time it is useful to people in countries with high inflation such as Argentina and Turkey  where people use it to protect their assets from inflation erosion. When its use is widespread this also results in diversion of funds away from the Treasury as in Venezuela where an oil minister was toppled, says this WSJ report. And at the same time it gives protection to Venezuelans from extreme inflation. How it works- Tether Holdings issues virtual coins to a select number of direct customers, mostly trading firms, who wire real world dollars in exchange for Tether.  Tether buys US Treasury bills with these dollars to back Tether's value. Who runs Tether? Tether's cofounders included a plastic surgeon Giancarlo Devasini. All co-founders sold out to Devasini, who runs it from an enclave in southern coast of France. The company was founded in 2014. Interest was slim in a stable token backed by US Treasury bills. Then in 2020-21 bull run in the stock market traders started using it to buy and sell out of risky bets. It's market capitalization exploded from $4 billion to about $80 billion.  Tether says it avoids illicit transactions. WSJ report says 2713 wallets or about $1.2 billion were blacklisted, this out of $153 billion provided by Tether to its 2 popular blockchains. Rest of the funds already sent on, says WSJ. ...