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Joe Nocera talks to experts like Simon Johnson at MIT. Johnson says that when he talks to other experts, after a two minute discussion, they say we should just nationalize the banks. Here Christopher Whalen, a veteran bank analyst, of Institutional Risk Analyst, and Joshua Rosner of research firm Graham-Fisher, say the same thing, with the phrases, lets get on with it or just do it. Says Simon Johnson, thats what we told emerging market countries, Thailand in 1997, or Russia in 1998, when he worked at the IMF. He says we told them to close down some of the banks, and take over the others, and inject government capital. He adds its the best practices, and its straightforward. So asks Nocera, is Geithner talking about the stress test banks will be subjected to, as first step preceding nationalization, more of a calculated approach to gradually introduce the idea of nationalization. But he isnt sure, as Geithner also told David Brooks of the NYT, that governments were not so good at managing banks. No one knows for sure. But says Nocera thats exactly what the government did to solve the S&L crisis. And the man who was former chairman of the FDIC, and helped run the program for the Resolution Trust Corporation, says the government did a pretty good job of it, taking over banks, replacing top managers and directors, and stripping out the bad assets and selling off the now healthy banks to private buyers. So can it be done again and will it be that hard? Yes, its been done before, and its not that hard say these experts. Every month that the administration and Geithner procrastinate puts the banks in a deeper hole, and will mean more layoffs and a worse crisis, even years taken to recover. What he has'nt mentioned is that even if after some procrastination the government gets around to doing it to clean up the mess, there is one added complication this time that is different than what happened with the S&L crisis or with the Swedish cleanup, or the Japanese cleanup after 2003, this time the global economy is caught up in the crisis which makes recovery that much tougher....

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The U.S. takes in 70,000 refugees a year, but only 1500 Syrian refugees have been taken in by the U.S. by Sept. 2015, as a huge migrant refugee crisis unfolds in Europe. Germany has to make the same background checks and is moving quickly, the U.S. takes 18-24 months. The withdrawal of the U.S. from the Middle East under the Obama administration led to the collapse of the fragile situation in Libya, Iraq and Syria, and the unraveling of these countries, a direct cause of the massive refugee crisis in the region with about half the Syrian population and large parts of Iraqi, Kurdish, and Libyan population dislocated. The result is a massive humanitarian crisis, turning the hopes of the Arab Spring into something no one could have imagined across North Africa. In a small Lutheran church in Frankfurt, Paulskirche, is the German story of a popular movement that spread throughout Europe in 1848, for a transition from autocratic governments to parliamentary democracy. Aspirations similiar to that expressed in the Middle East and North Africa in 2013-2014 in the Arab Spring were expressed in Germany and many parts of Europe in 1848. In the centre of Berlin on the Kurfstendamm lie the bombed but preserved ruins of the Kaiser Wilhelm Memorial Church, telling the story of the intervening years 1848-1949. It took many years before the same aspirations for liberty found shape in Germany's Public Law of 1949, finally finding a safe resting place after years of failing to unify a people around the ideas of liberty and justice for all, and not nationalism. Germans who had the hardest time waging that fight, by embracing the refugees in a spirit of openness carry on that fight into this century. Paul asks the question- who will lead? A Lutheran pastor's daughter takes up the fight without the slightest hesitation, and full measure of confidence with the words- "Europe will have failed on the question of refugees, if the close connection between it and universal civil rights is destroyed." ...

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This Journal editorial says Romney is cautious and conservative in his politics, and finds his ideas for a value added tax problematic. It sees the need for Ron Paul's supporters in a successful Republican campaign in 2012 and critical for governing in 2013, because of Paul's genuine desire for change to the status quo. Of Santorum the Journal says there is need to broaden the economic message beyond reducing taxes for manufacturing companies, and going beyond the moral fervor to show how he would revive the U.S. economy and jobs growth.

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Tata Consultancy Services (TCS) CEO, Natarajan Chandrasekeran, says rapid adoption of new technology will play a significant part in the plans of the Modi administration in India. The release of infrastructure projects worth over $100 billion that are in the pipeline but stalled because of lack of leadership and direction would give an immediate boost. The careful selection of new projects for the greatest impact on growth, rapid technology adoption, and the synergy between technology, human resource development and invested capital, could generate additional percentage points to the growth rate in India. Old myths on what is and is not possible will have to be discarded along the way.

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Sony has lost its focus, it is in so many lines of business, that its brand identity has been lost. Especially in Japan where it is in cosmetics, massage, mailorder shopping club, insurance, finance, robots etc. It has 1000 subsidiaries and affiliates worldwide, of which a third are unrelated to its core electronics business. How does this hurt? It hurts because management is distracted, and when top management is distracted then its not focussing on customers, changing business trends, creativity in its business pioneering new products. In a big company this problem is just magnified by the bureaucracy that develops. Problems similiar to the ones faced by IBM and General Motors. The analysts and Howard Stringer talk about restoring the Sony premium. What is a premium, its not just the brand, its the innovation or something special behind the brand that enables it to command the premium. Stringer probably understands that its the innovative edge that Sony as lost. See the other piece "Howard Stringer, Sony's Road Warrior" by Siklos and Fackler in the Sunday NYT, May 30, 2006 with Stringer shown in a large picture imagining him as a Sumo wrestler. An unforgettable picture. In that piece it becomes clear that Stringer is keenly aware about Sony's and Japan's weakness in software which is increasingly driving success in products when combined innovatively with new bold concepts. He says there that Sony takes great pride in its hardware, and this is true of Japanese creative spirit in innovative and miniature gadgetry, but its capabilities in software are very modest. As one action step Stringer has hired Tim Schaaf , a senior Apple executive to lead that effort at Sony. The other part, getting the focus back by focussing on customers of electronic products is evident in this piece. Ryoji Chubachi, head of electronics and co-head of Sony with Stringer, regularly visits large retailers to offer incentives for making Sony products more visible, something the prior management failed to do. The prior management failed to focus on customers, and thought it beneath their highflying ways. One of the decisions by Chubachi in TV's is to price HDTV sets close to the price of Panasonic, Samsung and Sharp at large retailers in Japan. This makes sense to gain market leader status, as it shows Sony is living in the real world and taking decisions appropriate and relevant to a premium free environment in television sets. You a manufacturer cannot imagine a premium, a premium is a perception in the minds of customers and most likely reflects a perception of uniqueness, creativity, fashion and some other attribute, which can include engineering. Sony's philosophy has stated in Akio Morita's book "Made in Japan", was to be a pioneer, to walk the untrodden ways, break new ground. One aspect of this in comparison to Matsushita, Sharp and other competitors, was going to be its individuality, something Morita borrowed from his days in the US, because it is typically American and sort of unJapanese in a way. Though this is a generalization and many American companies merely follow and some Japanese companies have their own way of doing things even if it is thought of as being very Japanese like, witness Toyota in its Aichi prefecture surroundings. In this light the surveys show Sony significantly deteriorating in "conspicuous individuality." The New York Times cites a survey from BP Nikkei Consulting in Tokyo that the number of consumers saying that Sony showed "conspicuous individuality dropped to about 25% from about 40% the year before. ...

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Peter Baker of the New York Times takes a detailed look at Obama and the Presidency in October 2010. He has a long informal interview with President Obama, and uses his knowledge of prior Presidents, to provide a revealing look at Obama's first term in office upto this point. It provides an exceptionally insightful look at the man and his administration, in all its facets, facets that have create both hope and disillusionment. Obama comes across as the cerebral person even in his musings about popular disappointment with the administration, and does not seem connected with the gut-wrenching issues of jobs, foreclosures, the economy, and the economic future as a President needs to be. After all the inspirational rhetoric, Obama, says Baker, did not stay connected to the people who put him in office in the first place. And revealingly Baker shows that even today Obama talks only to a few insiders, compared to Clinton's wider circle, to understand what is happening in the country.

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The G-20 statement for the meeting in Washington D.C. in April 2013, says: "Japan's recent policy actions are intended to stop deflation and support domestic demand." Bank of Japan Governor Haruhiko Kuroda's response was that this will help the BOJ implement its monetary expansion program in an orderly way. Kuroda said: "Now that we have obtained the support of the international community, we will be able to implement our program with confidence." These moves come with a call for Europe to proceed with banking union and giving more time for austerity programs to reduce the slowdown in Europe. This happens as fears emerged of a global slowdown in April 2013.

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This WSJ article provides a detailed account of the positions of Clinton and Trump on Wall Street, the financial industry, banks, Dodd-Frank, regulatory reform, 6 weeks before the U.S. presidential election.

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Investors put in $136 billion into startup companies in 2018, and $141 billion in 2019, as reported in this WSJ article on startups. Before this it peaked at $75 billion in 2000 and did not recover after the 2009 financial crisis till 2014 when it reached about 75 billion dollars.  Much of the increase in money that did not go into infrastructure at low interest rates below zero appears to have been wasted as the ideas for startups declined in quality in the years 2014-2019. Softbank put up a Vision Fund which has run up billions of dollars in losses including a disastrous investment in WeWork. The resistance to shifting all the money at low interest rates to infrastructure has faded with the election of president Trump supported by a Republican party that puts the American worker first for job retention and expansion, and America first in world trade. The pandemic has changed the environment for startup companies as most startup companies are not likely to survive the environment they are in. The big ones such as Uber have built up losses, and ones such as Airbnb are borrowing $2 billion at 10 percent interest in emergency funding. Experience and sound thinking for investments were left behind as capital was wasted in many projects. The time has come to return to investments that have built the basis of the twentieth and twenty first century's advances in quality of life, in infrastructure and strong public services. ...

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Sheila Bair says she fears the next crisis will start in Washington. Bair points to the need for urgent action along the lines recommended by the Bowles-Simpson Deficit Commission. Areas identified by Bowles-Simpson should be tackled as early as possible, she says - tax subsidies for housing and health care that lead to misallocation of resources, defense spending, special-interest provisions. She points out that the increase in the deficit is a result of the unwillingness of governments over the last two decades to make the hard choices necessary to control the structural deficit. Total federal debt doubled in the last 7 years, to almost $14 trillion, or about $100,000 for every American household. Bair, as Chairman of the FDIC, played a critical role in the efforts to control the US financial crisis of 2008-2009. Relentless federal borrowing she says, undermines the confidence private investors have in US government obligations. The cost for bond investors and others to purchase insurance against a default by the US governmet went up from 2 basis points in January 2007 to 100 basis points in early 2009, and is now at 41 basis points. With 70% of US Treasury obligations held by private investors scheduled to mature in 5 years, a decline in investor confidence would lead to higher government and private borrowing costs. She writes this just as the debt crisis in Ireland is taking place, following the one in Greece, and contagion to Portugal and Spain is feared. Bair fears a similar loss of confidence in US public debt. High and volatile interest rates could lead to losses for financial institutions holding Treasury debt and raise funding costs for depository institutions....

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Sue Desmond-Hellmann, CEO of the Bill and Melinda Gates Foundation, describes her growing up experiences in Reno, Nevada, seeing her father help people struggling with some problem as he ran a drug store in the town. This has influenced her own style of managing people, showing care in teaching people so that they can operate in their sweet spot without fear of being overwhelmed by too big a challenge. The ability to bring out the best in a person who is struggling, is one of the things she looks for in people she hires. Innovation, failure, resilience, and the humility that brings care and respect for others, are other things she looks for.

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This editorial in the NYT says Russian president Putin is ending up with the very situation he has sought to avoid- NATO forces right next to Russia's borders. Not something the western alliance intended but a result of aggressive moves by Mr. Putin in the Ukraine crisis, and NATO's response of having a rapid deployment force in Eastern Europe and the Baltic states. It says this is not in the best interest of Russia or the western alliance.

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Lipton, Austin and LaFraniere of the NYT tell the story of how the serious differences between the prime contractor for the federal healthcare website, CGI Federal, and the Obama administration officials handling the website, evolved into conflicts that could not be resolved. This led to the flawed website being rolled out on schedule ignoring serious problems with the website. The detailed report comes after interviews with Obama administration officials and specialists who worked on the project and looking into government and contractor documents. A month ago in October 2013 the healthcare website for the Obama healthcare law was up only 42% of the time with 10 hour failures happening frequently. Basic steps for the functioning of website backup systems in case there is a failure, testing to ensure negligible or no outages, were not secured. The government officials responsible for the rollout did not have the capabilities to handle such a project. Henry Chao, who worked in the Medicare agency for 19 years was left to oversee day to day questions for the website HealthCare.gov, but lacked a formal background in software engineering and no authority to make the decisions needed. The $630 million project was setup inside the Medicare Agency, instead of a separate agency specially setup for this project and staffed with the appropriate skills as originally proposed. Five different lower level government officials made decisions without the authority needed and no one person with the necessary skills was given overall responsibility and decisionmaking. A series of missteps were allowed to take place- settting many added requirements that made it difficult for contractors to focus on basic steps and get them right, use of the MarkLogic database system instead of systems from IBM or Oracle against the advice of contractors, multiple contractors without a way to control the overall project, shifting requirements from the government and bureaucratic delays for resolving basic issues such as use of social security numbers, all worked to create delays. With the delays came a deterioration of relations between Obama administration officials and the contractors. The government officials response was to stick to the deadline of Oct. 1 rollout, with Michelle Snyder, chief operating officer of Medicare agency telling people she would fire the contractor if possible. In the end no one took responsibility for a safe reliable rollout, even though the system failed a test of 500 users in late September and was down half the time in mid-October. President Obama or his advisors were either not kept fully informed, or did not grasp the significance of the collapse in relations between contractors and the government and a project out of control. His aloof distanced approach was not an asset in such matters- saying about the rollout and use of the website: "this is real simple" like using the Kayak website for travel bookings- and he saw no need to take action leading to the major failure for the administration that followed....

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GM has advertised the Volt and it can't just back off from it without losing face. New battery technology is needed sy experts before the Volt can be manufactured and there is no plan to put such a battery plant up. Meantime the new Volt has been given a target date of 2010 for a new plant in the GM-UAW agreement.

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Toyota's views on a car run by batteries like the Volt GM has planned. It will take the time to work on this, at this time it sees a hybrid as the best option for alternate busts of power by both the electric and the gasoline power. A battery that would fill up the trunk of a car would be needed for a car to run only on electric power for 40 miles. He heads engine development and fuel cell engineering for Toyota. This is the existing technology but Toyota will take the needed time to develop the technology of lithium ion batteries to power vehicles, doing this step by step.