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The controversial outsourcing of American jobs at Disney to cut costs, as reported by Julia Preston of the NYT.

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Layoffs, cost saving measures that hit Russian suppliers at Renault's Russian operations OAO Avtovaz, taken by Swedish born CEO Andersson during his 2 years at the company lead to his resignation. The layoffs hurt ordinary Russians in Togliatti, a city 500 miles east of Moscow, leading to social discontent. The slump in the Russian economy following western sanctions led to decline in auto sales, and the situation was precarious. The minority partner Sergei Chemezov owns 25% of the company, is a friend of Mr. Putin, and says Andersson took business away from local suppliers. Carlos Ghosn, CEO of Renault credits Andersson with modernizing the plant and operations at Avtovaz.

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The view of regional Fed presidents indicates that the Fed may take a pause from any further intervention in financial markets. QE 2 was launched at a time when the government was at a deadlock for any further stimulus, and a deflationary trend was setting in. In August of 2010 inflation was on a downward trajectory, from 2.8% to less than 2.2% in a few months. A New York Times article by Paul Krugman pointed out the dangers of deflation. Alan Blinder argued for the need for Fed action with the deadlock in government over further stimulus in another op-ed in the Wall Street Journal at the time. The political deadlock continues with pressure to cut federal spending to reduce the deficit, reducing the chances of government support, and leaving the Fed as the sole source of support. The Fed initiated QE 2 in Novemeber 2010 when consumer prices were up 1.1% from a year earlier, and far below the Fed's 2% goal. In April 2011 consumer prices were up 3.1% over the prior year. Current TIPS prices suggest investor expectations of inflation of 2.8% over 5 years. Another deflationary trend could lead the Fed to take some sort of action in the presence of a political deadlock for government action....

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Laurent Berger, head of the French Confederation of Labor, C.F.D.T., is a moderating force in France as president Macron leads an effort to make a revision to France's labor code. With a large parliamentary majority president Macron is expected to push for a shift to a Scandinavian version of "flexible security," that allows companies and the economy to adjust the work force, introduce retraining and create flexibility so that new jobs can be created. His union is now the largest, after surpassing the militant General Confederation of Labor. Issues in labor changes proposed by president Macron are- direct negotiations between management and employees bypassing unions, and a cap to compensation in unfair dismissal cases. Berger's view is that though the interests of labor and management conflict, there has to be dialogue instead of constant confrontation. He is willing to see some jobs lost if business creates new jobs with improvement in the economy. Macron has summoned labor leaders for marathon talks. ...

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Andrew Jacobs provides this exceptional account of the tense atmosphere in Brazil, and the split between supporters of the government and the opposition, in April 2016 with the impeachment effort against president Rousseff.

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About 15% of Americans are below the official poverty line of $23,492 for family of four. In 1975 3.7% of Americans were in deep poverty, defined as being 50% below the offical poverty line. In 2012 the Census Bureau Population Survey shows 6.6% of Americans in deep poverty, close to doubling the percentage of people in deep poverty. States in the southern U.S. and midwest have some of the largest increase in deep poverty- Georgia's going from 5.3% in 2000 to 8.8% in 2012. Mississippi and Indiana show similiar increases. And in D.C. with high income levels the deep poverty rate is at 10.4%, affluent communities have high deep poverty rates in their midst, higher than rates in 2009.

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Walt Mossberg, who writes the Wall Street Journal's consumer technology review section, watched Steve Jobs up-close over the years since 1997. They met one-on-one for product introductions, long discussions about the industry, and recently after Jobs illness, at his home in Palo Alto. Mossberg describes a long walk to a nearby park after Jobs had undergone a liver transplant. It provided an insight into the man Steve Jobs was. Persistent- he called Mossberg for 4-5 straight weekends during the dark days of 1997-1998 to convey his vision of Apple products or discuss aspects of reviews. Patience and optimism about the future- Jobs always maintained a positive tone and a vision of what could be in the digital revolution, and Apple's role in it in these discussions. There is the opening of the first retail store in the Washington D.C. area, and Jobs patiently handles Mossberg's incredulity about Apple and its inexperience with retail stores. And Jobs saying that he had taken a serious interest in the details- down to the translucency of the glass. There is the meeting with Bill Gates at the fifth All Things Digital Conference, when both made their appearance together for the first time and Jobs hands a cold bottle of water to Gates. By this time Jobs had already come to the conclusion- as he once said after accepting a $150 millon investment from Gates in 1997-1998- that it was no longer true that Microsoft had to lose for Apple to succeed....

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David Gelernter, Yale professor of computer science, says above all things Steve Job was designer-in-chief. At his Stanford commencement address in 2004, Jobs recounts his experience in a calligraphy course at Reed College as one of the singularly important experiences of his life, and something he carried over to the the revolution in portable devices- portable Macs, iPod, IPhone and iPad. The search for and building of elegant, easy to work, fun to use devices. Job was able to grasp the potential of such devices, says Gelertner, from his very first visit to the Xerox research labs in Palo Alto in 1979. In doing this he gives credit for long forgotten pioneers of the personal computer, who were just as important perhaps even more so, Douglas Engelbart and Alan Kay. At Xerox, Kay built on the earlier innovations of Engelbart. Engelbart was first to develop the mouse, onscreen window, and the concept of computers doing more than just computing, such as controlling machinery, doing everyday stuff, and doing things with pictures. Xerox's corporate executives failed to grasp the significance of the developments in their labs. Jobs grasped this rightaway and put all his efforts into developing the Apple Macintosh in 1984 incorporating these ideas. A decade later Gates copied the Mac's eay to use features and created economies of scale, creating the personal computer that we know today. The internet was a parallel development during that decade after the pioneering work of Tim Berners-Lee on the worldwide web. Jobs took the experience one step further and created new devices like the iPhone and the iPad that brought mobility, ease, and refinement to the internet experience....

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Andy Grove of Intel teaches a class at Stanford- he taught aclass earlier this year- and talks about his experiences. Some see Grove's disciplined management style as areflection of his experience escaping the Nazis from Czechoslovakia. Dr Grove says it comes from his experience at the CIty COllege of New York He recounts this in one of his books, where aparticular Professor helped mentor him but who was in the beginning very tough on the young Grove. Grove says that what impressed him most in those early years at City College was the way hard work and talent were rewarded and where students challenged their Professors without any attention to rank. Interestingly this is still true at many universities, and meritocracy prevails there. The opposite is true when one thinks of this at many corporations which gradually fall into astultifying mode where senior managers are not challenged and politics prevails. GM is a good example. Grove says he experienced this at Fairchild -where he worked with computer chip pioneers Moore and Noyce -with its elitist, back-stabbing and lax corporate culture. Senior executives at Fairchild walked in whenever they felt like, and younger employees were penalized or fired for similiar behaviour. When he took charge at Intel Grove imposed a strict arrival time of 8 am with latecomers forced to sign asheet. He also did not go along with trends like flexi-time and teleworking. He became known as ablunt and demanding manager, but afairminded boss who rewarded good ideas whatever the source. Asked about the strict arrival time Grove says that people don't understand that he was never that disciplined himself and he was not even amorning person. His view is that he wanted to avoid what he saw as aoutrageous double standard at Fairchild. With a better culture he was able to attract the best talent to Intel, and he used the strong discipline to improve the lousy manufacturing at Intel. Three decisions shaped Intel. The first, is the recognition of the strategic inflection point when current strategy is no longer viable, because unanticipated external forces make an existing business strategy obsolete. This happened when Intel got clobbered by the Japanese in the memory chip field it had dominated. And at such moments there are internal forces and inhibitions to overcome that make starting over or doing something totally different extremely difficult. For Intel this was the habit forming tendencies from having done one thing so well- the companies roots and the founders and engineering staff's knowledge and preferences lay in memory chips- such that that it became an emotionally stormy thing to break from this past. Grove made a complete U turn to go in another direction which he describes so well in his book -Only the Paranoid Survive. Timing is critical, and instinct and judgement is all that you have got to rely on. Its like a group of hikers in the woods and after suspecting that they are on the wrong track one of them says, "Hey guys I think were lost." Grove even describes the scene with acomparison to a scene in the World War II movie Twelve O'Clock High, where a new commander is called in to straighten out an unruly and undisciplined squadron of fliers in sel-destruct mode. The commander on his way to take charge, stops his car, steps out smokes acigarette while gazing into the distance. Then he he throws the cigarette down, grinds it with his heel and tell his driver "Okay Sergeant, lets go." Grove says he related to this scene in this decision at Intel, with every fiber of his being experienced this crisis personally, and learned what it takes to claw your way through a strategic inflection point, inch by excruciating inch. He says it takes objectivity, the willingness to act on your convictions, and the passion mobilize people into supporting those convictions. The second and third decisions was less gruelling but also courageous. The Intel Inside advertising campaign meant building abrand with customers even though Intel had never done this before. The decision to not have secondary suppliers and press the issue of manufacturing quality within Intel till Intel got it right also had never been done before. Andy Grove's strategic inflection point is what GM missed and set the process in motion towards bankruptcy. See the links in Intelilinks. The management style is also relevant to that discussion. Grove also provides insights in the Cross-Industry Insight Mechanism. He sees strategic inflectionpoints in autos and health care industries. He says the auto industry is going to be increasingly divorced from oil and the next big company will come in the auto battery technology field. He also believes health care and the pharmaceutical industry can learn from chipmaking. The clinical trials in pharmaceuticals take way too long, are slow-moving and bureaucratic. The pharmaceutical firms can learn from the fast "knowledge turns" in chipmaking, so that cycles of learning are accelerated....

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A hard look at the idea of the "Great Moderation" a peiod of stable prosperity that America has enjoyed for 20 or so years with low inflation, stable unemployment and smaller bumps along the road even in recessions such as the one in 1990 and in 2000 which had shorter durations with good rebound. The IMF report on the world economy for September looks at this period of stability and sees a continuation. This report takes a look at the current crises in housing and credit markets and takes a more cautious view wondering if things may be at a turning point where such stable growth cannot be taken as a given. In general the world economy has become more flexible and structural shifts to globalization and the shifts in manufacturing to other parts of the world such as emerging countries have made for a more resilient world economy compared to the economy that faced the oil shocks of the seventies. The three specific causes to which this stable period is attributed are the better handling of monetary policy, the better inventory management with Just in Time and manufacture to order, inventories literally being the shipments that are carried by Fedex or UPS on a particular day, and credit markets securitization of debt packaging it into marketable securities creating a large credit pool so thay companies could have better access to credit. Securtization has suffered because some of the basic rules were broken such as how securities are rated and not because of the basic concept. Have the markets and investors and households taken on more risk in their asset portfolios because of the belief that this period of 'Great Moderation' would simply continue. Its these kinds of behaviour that get tripped up until things get cleared up and return to normal. Is this simply a phase like the prior downturns preceding it that should see a similiar rebound or is it something different. One thing that is noted is that the period of relative prosperity has ocurred as in many countries in Europe and Asia. And the housing markets in many countries in Europe and Asia have also seen rising prices similar to that of the US. Can this turn into a worldwide recessionary situation? Comment made later on April 12, 2008 after the Bear Stearns crisis in March 2008 and the Fed meeting summary describing the downturn as expected to " be protracted and severe", and the emergency measures by the Fed itself made to prevent a possible global financial crisis. In hindsight the 3 reasons for the Great Moderation can be evaluated in this way. The first was the only real one to which researchers attribute about 50% of the Great Moderation, which is the revolution that Just In Time inventories have accomplished for smoothing drops in demand. The second financial innovation proved to be illusory just as mentioned here because it was gamed because the financial houses and other firms were able to get around regulation or the regulations were inadequate and the innovation fell victim to unrestrained greed in the manner mortgage securitization was done. The third wise better monetary policy as mentioned here did not get much credit from researchers and this turns out to be true. Keeping interests rate low was possible because of the disinflationary aspect of globalization specifically manufacturing in China which ended in 2007. Further the success of the US economy made it possible for the US dollar to remain strong and the USA to continue to attract capital for much of this period even while interest rates were low. But its the export of disinflation from China, and no pressures of inflation from globalization through commodities demand for much of this period, that kept inflation low and made it possible for the Fed to keep interest rates low without creating inflationary pressures. Of the three financial innovation and monetary policy may have in them in fact unlike the first Just in Time and information technology, may have in them the seeds of trouble as well as gain if not carefully managed, like fire a good servant but bad master, and this is really what happened in what turns out to be a very human world, greed subverted financial innovation without the necessary appropriate regulation to go with it and the Fed's libertarian instincts and complacency or lack of energetic oversight under a man past eighty years made it lose sight of its need to adjust interest rates to cool off excesses in the market and send appropriate signals to the financial and housing markets. The Economist was slightly ahead of the curve when it makes the observation here that this is likely to be a global housing crisis and a global credit crisis with all the implications of this for global economic growth. ...

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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....

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The large increase in auto sales in 2013 to 15.6 million follows a strong rebound in the U.S. market. The gains in sales over 2009 at the peak of the financial crisis, shows Chrysler at 93% gain in sales over 2009, VW at 92%, Nissan 62% and Ford 54%, according to Autodata. Smaller gains of 33% and 26% for Honda and Toyota. Chrysler's sales were 1.8 million in 2013- the company which depended on policymakers in the Obama administration for survival showed remarkable gains under Fiat's CEO Marchionne. VW returning to the market and stumbling repeatedly in the previous ten years, made serious gains with Jetta and Passat models designed and priced for the U.S. market. VW achieved sales of 0.6 million in 2013. Ford sales were 2.5 million, Nissan 1.2 million, Honda 1.5 million and Toyota 2.2 million for 2013. GM sales 2.8 million increasing by 35% in 2013 over 2009. The automobile story may be the biggest story in the U.S. manufacturing recovery. It also may have made a difference in the election campaign of 2012- with winning campaign points in key midwestern states such as Michigan and Ohio for the Obama administration's backing of a renewed auto industry around fuel efficiency improvements, new management, and new relationship with unions. In the period 1998-2007 average sales were 16 million in the U.S. market, with a nosedive to 10.4 million vehicles in 2009, and a rebound to 15.6 million in 2013, according to Autodata. Under previous union contracts with higher wages and pension costs, and a flurry of price incentives, car makers needed higher volume to make profits. Changes since the bankruptcy of 2 automakers include bringing in management from outside the auto industry- Marchionne at Chrysler, Whittaker and Akerson at GM came from other fields (telecom, finance) bringing new perspectives. Mulally at Ford was from Boeing commercial aerospace. Other changes were lower wages and pension costs with renegotiated contracts and relationships with unions, discipline to lower incentives, younger managers moved up and brought in from outside including Reuss and Barra at GM, Farley at Ford, lower sales to fleets, improved fuel efficiency for SUV's and pickups to change the cost of operating, a mix shifted to smaller and midsized cars, improved quality, and changing the buyer perception of American brands....

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Chinese leaders at annual policy meeting turn to issues facing nation's 730 millon farmers, as urban outcomes year after year far outpace growth of rural incomes. See graph. Urban incomes have shot up just as rural incomes remain sluggish as the country has focused on rapid industrialization, rapid urbanization and an export driven manufacturing economy for two decades with some success because of the focused effort. But this focused effort is dependent on the ability of Western Europe and the USA as well as other countries sucking in cheaper Chinese manufactured goods. This ability of the western countries to absorb Chinese manufactured goods at an astonishing rate is now called into question, and maybe permanently impaired after years of out of control consumption and spending and easy credit with the impact of the credit and housing crisis. As one of the aspects of this focused effort was to make enough rapid progress in industry and urbanization that it could stay ahead of the problems facing the rural areas and farmers, the new situation in western countries and China's lowered growth rate with lower exports, calls for new thinking on how to address the problems facing the rural areas and farmers. Part of the problem is that farmers do not own land in China. The government owns all the land and China's farmers only have 30 year leases on the land and technically that land cannot be sold though it can be transferred. A related aspect to this is that farms though having 50% more productivity than in 1980 are still small by western standards and it takes a lot of land to feed the growing needs of a more affluent urban population. The typical Chinese farm is 1.5 acres compared to 15 acres in Hungary and Poland and 432 acres in the USA. Obviously the US farms are huge and China does not have the vast acreages of land compared to the people, but larger farms would enable the kind of improvements posible on larger farms to raise productivity. Ways have to be found to increase farmers incomes and to enable farmers to move to urban areas which means creating more jobs. This will have to be done in the context of a domestic led growth and trade with other Asian countries as the export drive and export industries shipping products to western countries see their growth fall. ...

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The Congressional Budget Office report in 2011 shows after tax resource flow that a family has to pay for consumption, a better approach to measuring the growth in incomes since 1970 including government help to lower income people and gains in the stock market for upper class Americans. This report shows after tax resource flow for the top 1% in the U.S. tripled from 1970 to 2011. For the middle fifth of the distribution families experienced real net income gains of 36 percent, and the bottom fifth of the distribution real net income gain of 50 percent.This suggests gains of about 10 percent a year if averaged over 30 years for the top 1 percent compared to 1% a year for the middle fifth and 1.5% for the bottom fifth. The report was done in 2011 and this could skew the results. Between 2011 and 2015 the stock market recovered and this would suggest a much higher gain for the top 1% of incomes and the top 10%, while also providing improvement in incomes for the middle fifth and the bottom fifth as unemployment decreased. Working class and minimum wage slowly recovered, and interest income on savings extremely low, with large student and other household debt, so that even at 10-12% gains per year for the top 1%, and 1-2% for the middle fifth of the distribution and 1.5-2% for the bottom fifth the last three decades have not been good for working class and middle income Americans compared to the the period 1950-1970 early postwar period recovery....

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A Whirlpool appliance factory in Amiens in the Somme region is slated for closure and relocation to Poland. Emmanual Macron made a surprise visit to the factory to talk to worker representatives. He says he cannot prevent the closure but can work to arrange for good terms for the closure. Marine Le Pen the far right candidate also visited the site at the factory gates where workers were on strike. Afterwards Macron said "I try to fix problems, not to exploit them."  Macron has come under criticism in the French press for taking too much for granted in the second round and not fighting for support the way he had earlier. Le Pen has appealed to workers facing factory closure and areas that have been neglected as factories closed in previous years. In the north and northeast smaller towns and areas neglected in the tech boom and facing deindustrialization have turned to Le Pen. Macron's effort to go into these areas is part of his style and his conviction that the problems have to be tackled in the deindustrialized areas, and to break the image that the National Front is striving to create of a candidate from investment banking that does not understand workers. ...