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A poll conducted twice each year by the University of Hong Kong researchers since 1997 shows Hong Kongers increasingly identify with their city including Hong Kong diaspora returning to the city from overseas. The latest June poll shows this identification increasing in intensity as time passes. Compared to 1997 and 2007 more Hong Kongers identify themself with Hong Kong and much less with "citizen of the People's Republic of China." After "Hong Konger" the identification next is with "Asian," "global citizen," and "members of the Chinese race." Culture is one major aspect of this, the other is the sense of being drowned by mainland people, by the large number of people from the mainland cities buying housing in Hong Kong, driving up prices and making housing unaffordable for the local people. Other aspects of this are the mothers going to maternity wards so their children can get Hong Kong residency, and the slots in elite schools going to mainlanders. Even the tycoons and large business interests are seen as distanced from the local Hong Konger because of the increasing inequality in society, their benefitting from business ties with the mainland with willingness to give up Hong Kong's local interests. At another level one can see this local identity across other parts of mainland China also, as the educated middle class in Shanghai and Beijing see themselves as apart from the "country bumpkins" and migrants from surrounding rural areas. This is a cultural phenomenon quite different and apart from the ideological concerns of the Communist Party, cultural difference which always exist below the surface. The business elite of the Communist Party can relate more to the environs of Sydney, Australia, than to the rural areas around Shanghai, just as much as the business elites in Bombay with connections to a ruling party can relate to Sydney or Toronto. Not everything about humans fit neatly into ideas such as "China Dream," or a "India Dream." And this may be a good thing when all is said and done- only human nature seeking not to be disturbed. ...

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Xi has chosen upward mobility for the Chinese people in all parts of the country including rural areas, reducing disparities in income, tackling climate change over the very hyper growth that has caused climate change and wreaks havoc in floods and fires across the planet. By the Chinese dream is meant that China would have a fair chance to match the western world with its own culture, language, creativity of its people, and he has chosen to do this in away that respects China's history and struggles with imperialist Britain, and the imperial powers in the modern period since 1500. It only poses a threat to the US if the US does not also invest in its own people, follows misguided military adventures overseas, and does not invest in its own manufacturing and technological potential at home. Historically the imperial powers were Britain, France, Germany, Russia. The US under Woodrow Wilson and under FDR pursued policies that were at odds with the imperial powers and favored a China that could build the potential of its own people far beyond what the imperial powers intended- for India, Turkey, China, Vietnam, and the rest of Asia. At each step of the way to 1948 the US policy remained true to this. Even the Cold War was a struggle against an imperial power- Russia which under the Bolsheviks and even today follows imperial minded policies for Eastern Europe. The Biden administration and the Xi administration in China are really not that far apart in pursuing policies that support people from all parts of their countries, and are resolute in the fight against climate change making growth conform with respecting the earth. ...

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Should Arthur Levinson and some of the team he has assembled at Genentech leave it will be a big loss for Roche, as it was his team that helped bring a series of new drugs to the market such as Avastin, Herceptin, and Rituxan to bring Genentech sales from $1 billion in 1999 to $9 billion in 2007. As drug companies buy biotechs in large numbers, with $70 billion in deals this year almost twice the toal for 2007, the question remains whether the drug companies have succeeded in retaining talent as consolidation yields cost savings but does not improve drug discovery. Drug companies are struggling with this, and a couple of models have emerged for keeping minds engaged in scientific discovery satisfied that they have the freedom to operate as they always have and work with the teams they have assembled, similiar to the work style and in the similiar culture as before. Almost like walking into the offices they use as if its like before. J&J has come up with a hub and spoke model to acquire companies and then leave them alone- preserving their management teams, unique cultures and brands. Centocor was bought in 1999 by J&J and 10 of the top executives stayed on and developed Remicade, a drug for inflammatory disease that has sales of $3.3 billion. Glaxo has developed a new structure under new CEO Andrew Witty, which breaks up the primary research labs into "discovery performance units" or DPUs, which also include new biotech startups. In April Glaxo acquired Sitris, a Cambridge, Massachusetts startup. The company had come up with a new science for tackling heart disease, diabetes and other diseases associated with aging. Harvard trained scientist and CEO, Christoph Westphal, went with Glaxo turning down other companies because the independence of the DPU appealed to him. Each DPU has a 3 year budget and this also appealed to Westphal. He could walk into the labs, says Westphal as if nothing had changed. Is Roche making a mistake in acquiring Genentech when it could have left it alone. Are the consolidation savings worth it if some of the discovery team at Genentech leaves and there is the feeling that the culture will change, and if Levinson feels that he was not consulted about Roche's move. These are questions that remain even when Roche's CEO, Severin, says he does not want to change things at Genentech because Roche's actions will speak louder than its words. ...

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GM executive Mark Hogan had candid discussions with Akio Toyoda when Hogan began a second five year stint at NUMMI in 1997, and Akio was executive vice president at NUMMI in 1998. NUMMI was a joint venture between Toyota and GM. He now joins the Board of Directors at Toyota, the first outside board member, and only the second foreigner to do so after Jim Press. His role is to help counteract the insular culture at Toyota based in Nagoya, Japan, where most decisions end up coming to Nagoya. This was a problem that led to poor handling of the recall crisis in 2010, when Akio Toyoda brought Hogan in as an advisor to Toyota. He will listen to voices outside Japan and have direct access to Akio Toyoda. Hogan told the media: "I see my role as listening to global voices outside of Japan and then sharing insights that will help Toyota to respond more quickly to changes in society." His role also includes looking at Toyota's Brazilian operations, where Toyota has only 5.2% of the market and lags far behind Fiat, VW, and other competitors. Hogan headed GM's Brazilian operations in the 1990's and says he would kid Akio about Toyota's underperormance in Brazil. In 1994 Hogan left GM to become president of Magna International, a Canadian auto parts maker....

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There is a connection between crumbling infrastructure in Europe,US and India and tax evasion. Because it is massive with many large corporations not paying taxes in fair sharing of tax responsibilities, and some tech companies paying no taxes, it is how we got to this situation of crumbling infrastructure and not enough funds to rebuild our economies. In India digital solutions and a unified GST tax system,  introduced by the prime minister, are some solutions. A wider solution is a minimum corporate tax that is supported by US, Europe, and India. The Pandora Papers is just one more set of revelations of this problem of tax evasion. The more open and within the law insidious form of tax evasion is that of large corporations not taking on their fair share of responsibilities. Only a culture change where it is considered a case of honor and respect to take on a fair share of the tax responsibilities as citizens would work. For this to make sense money cannot be wasted in distant lands and foreign wars, in corrupt practices, or wasted expenditures, every dollar has to go into infrastructure so that citizens can see their dollars at work as soon as they step outside- new bridges, new roads, new childcare facilities, social services that work, climate change investments, competitive technology investments such as the one in semiconductors built at home. This requires measurement of infrastructure dollars spent, results, and grading of the work done, deficiencies spotlighted. ...

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The Archbishop of Canterbury visits the scene of the Jallianwala Bagh massacre in Amritsar. The action was taken by General Dyer in 1919 and aroused great deal of Indian sentiment against the British rule in India leading to the Independence movement under Gandhi. Dyer's troops blocked the narrow entrance to the garden and fired 1650 rounds into an unarmed crowd blocking all 5 exits. More than 1000 people were seriously wounded. A curfew prevented any help going to the injured.

In the centenary year of the Jallianwala Bagh massacre the Archbishop of Canterbury said " I recognize the sins of my British colonial history, ideology that too often subjugated and dehumanized other races and cultures." Theresa May, prime minister of Britain made a statement in parliament in April 2019. The Queen voiced these sentiments in 1997.

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A senior Indian diplomat, and former ambassador to China, Gautam Bambawale, says China's action in the June 15 clash at Galwan Valley was the worst violence since 1967. He sees it as a premeditated and well thought out action. His view is that India's relations with China will deteriorate further. That this was an action by the PLA to take territory to what it sees as the LAC or border. For small tactical gains he says "China has strategically lost India." This will impact trade and other relations going forward in his view.  Nothing of this sort was expected says Bambawale. All the agreements put in place since 1993, everything for tranquillity at the border, all the mechanisms, have now collapsed. Bambawale has provided a very lucid and clear account of the relations and the border issues. He goes on to say that Chinese observers have given reasons for the Galwan clash with PLA- that India should stay away from the US and other democracies such as the European Union. Some reflection shows that the opposite has happened. And further reflection would show that the same situation was repeated in the period of transfer from British Empire to Republican India, and from Nationalist China to Communist China from the period 1947 onwards. Different perceptions and different leaderships that gave the perception of gaps between the two countries. In the 1950's after the Korean War Chinese perceptions about India could have led to the incursions that brought China to the borders of India in 1950, similar perceptions of gaps in development and capabilities could have led to the conflict in 1962. From 1993 peace prevailed with India after China entered the World Trade Organization under president Clinton in 2001 following a 10 year effort. Because the focus in China was on development after a series of crises, internal sense of a widening technological gap with the US and Europe, disagreements with the Soviet Union, and the experiments with market economy, internal struggles for democracy. With that period coming to a close as the new trading relationship has led to working class losses in factory jobs in the US, China is faced with protecting its economy as it and the US look at changing supply channels and how it affects both countries. It is a critical time for China as it faces governments in US, France, UK and Canada determined to protect their own interests in manufacturing jobs, renewing supply channels, and in technological advancement. The response is similar to that in 1962 when seen from the Communist party perspective as a gap has opened up with India following China's progress in the 30 year trading relationship with the US and Europe. That gap and the difficult situation China faces today with the US and EU in trade and technology has brought forward the Galwan clash and future clashes in Ladakh and at the border.  As Mr. Jaishnkar, India's Minister of External Affairs as well as former ambassador to China,  has pointed out this is a very different aspirational India that China faces. The same kind of grassroots development that happened in China and rapid pooling of capital, human resources and technology inputs for development is taking place in India, and will continue for the next two decades, quickly bridging any gaps in modernization between the two countries. The difference between a youthful population in India and aging population in China and Japan, is likely to add another dimension. China's Buddhist culture that came from India is not likely to go away, more likely is that China will see a revival of Buddhist ideas of wellness and living more as culture than religion. The experience with British colonialism that prevailed both in India and China, and which from its base in India caused so much grief to China during the Opium wars will recede from memory. Extending borders from historical memory of Japanese incursions into border areas in Manchuria could have led leaders after 1950 in China to extend borders to remote areas in the Arunachal region of India and communist theory books may have created the perception of defensive moves. In the context of an aspirational India similar to China, and no real intention on the part of India to extend itself in any way to China's provinces in Sichuan, this extending of borders as a defensive move will be seen as stemming from memories of Japanese incursions in the 1930's, but simply costly and not relevant in any way to China's own aspirational development and progress. ...

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The Economist says local grievances may have more to do with the unrest in Xinjiang than AlQuaeda or terrorist liks to the outside. And that the overwhelming use of force may only exacerbate the situation.

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It costs about 8 million pounds for maintenance of St Paul's Cathedral. St Paul's Cathedral income declined by 90% as the pandemic led to fewer visitors and ticket sales. The government provides 3.3 million pounds from its culture recovery fund. Because this is not enough for maintenance, much less the 15 million pounds needed for the repair of the 17th century lead roof, one of England's best known cathedrals had to dip into and nearly exhaust its reserve funds. If this is the condition of St Paul's one can imagine what decades of misallocation of capital have done in the rest of the country. St Paul's Cathedral remained a defiant symbol of British resistance in the Second World War during the Battle of Britain.  The dean of the cathedral Very Rev. David Ison says "if we don't have the resources to pay for heating and lighting we may have to close our doors." Imagine closing England's most famous cathedral and symbol of its spirit for lack of funds. Notre Dame Cathedral by contrast in Paris is being renovated with $100 million euros donated by two French businessmen and $700 million pledged so far to rebuilding and renovation of Notre Dame. ...

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Kirsty Lang talks about the government failures in not investing in the British Council. Her husband Misha Glenny, 63 years, the writer and producer of the BBC 4 series How to Invent a Country, took a British Council scholarship to study in Prague at the age of 21. The neglect of British Council is happening at the same time that Germany is rejuvenating the Goethe Institut with new leadership and making it an instrument of cultural and educational exchange with Africa, Asia, and Latin America. This needs to happen with the British Council. People in these countries look for cultural and educational exchange with Europe and America through these institutions of culture and education. The libraries of these institutions perform an invaluable role. Long forgotten is the role these institutions including the US Information Service played in Asia, Africa and Latin America in the period after World War II, long before Misha Glenny's time. There is eagerness, even a hunger to learn about other countries in the young minds of Asia, Africa and Latin America, and this makes for a two way exchange that helps Europe and America learn about these countries- the way the Goethe Insitut is now setting as a new model for the future.      ...

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In group cultural trends among younger buyers. How different trends in the culture get formed and how they shape the culture and the minds of diffrent demographics and especially younger buyers. Here its about a novel "Hotter than Hell" about a war between Canada and the US over fresh water after a global warming catatrophe.The book became popular after the new Canadian Conservative government minister of the environment's madennegative comments.The effort of the new Harper government to distance itself from the Kyoto protocolsalso helped the book.

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This report in the NYT focusses on the failure to invest in New York subways, including failures in maintenance. It follows other detailed reports in NYT that looked at years of neglect and mismanagement of the New York subway system with interviews of key officials. This is costing subway users dearly as they face delays, and the poor quality of rides on the system compared to other systems worldwide. This report describes a subway accident with a loose piece of rail on a track on June 27, 2017 that could have been prevented with proper maintenance. This was one of 82000 delays on the system in June 2017 alone, one of the worst months in many years. A NYT examination of MTA records and reports shows the neglect of maintenance was one of the main cause of delays, including problems with turnover, and lack of training for new employees. The system's age (113 years old) and its size complicates problems leaving less room for the errors it is experiencing today. The world's oldest subway system in the most advanced of industrialized countries in the worst possible shape, showing the nation's lack of investment in essential infrastructure. A failure at a more basic level- a failure of the nation's culture to set the right investment priorities. ...

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Japan's Sanseito anti-immigration party gets 7 seats, enough to deprive the ruling LDP-Komeito alliance of its parliamentary majority. Prime Minister Ishida of the LDP party may not last more than a few months. The LDP seems to have lost its way like the Democrats in the US. A recent article in NYT says LDP wanted to bring in 60 million tourists to Japan each year to boost the economy. Yet Japanese people in cities have a hard time handling 40 million tourists in 2024, with reports of disturbance of the once quiet life in city neigborhoods and failure to adopt the culture and language of Japan. Reports of migrant/tourist or immigrant crime get much press coverage. Japan has 124 million people and birthrate of 1.26 below the birthrate of 2.1 needed to stabilize population. Business asks for new immigrants to fill unfilled positions. The public has different ideas and the migration is causing disturbance in traditional way of life in Japan. Similar to what is seen in the US and Germany in more striking ways. The nationalist parties including Sanseito say even if the population falls to 100 million this is more than the population of 90 million in Germany, and is enough to sustain its economy. Use of robotics and AI is not talked about as much but offers Japan, US and Germany, a way to make up for the loss of foreign labor. In essence both American, British, Spanish, German, French, Italian, Austrian, Dutch, Danish and Japanese society share a yearning for traditional ways of life that are being ruffled and disturbed by the migration, immigration, or over tourism affecting their countries. Politicians need to pay attention to people affected and not live isolated in their own neighborhoods from the people in other less sheltered communities and neighborhoods across their countries. ...

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Bill Ford answers some very pertinent and good questions with confidence and clarity in a meeting with Maria Bartiromo of CNBC and Business Week. His answers are direct and show his thinking today and throughout his difficult experience of the last few years struggling to establish his presence at Ford Motor and then struggling to get the right person to run the company. "It hurts us to see the employees of the company suffer," and this has made this experience at Ford have a personal impact as Ford traumatized over the layoffs of employees with many years of service. And he himself was not easily accepted in the prevailing culture of the time at Ford, and asked to drop his contacts with environmentalists when he joined the Board, which he says he told them he had no intention of doing. He knows his managers had foresight in borrowing a "ton of money" just before the credit crisis struck, and which will be a key to going through any further deterioration of the market in the next 2-3 years. Much clearer than any of the other manufacturers is Ford's new vision under, Bill Ford, Mullaly and Farley, with the finance guys in the background, of Ford as a car company and focused on smaller fuel efficient automobiles. And Bill Ford's vision and aspiration has a lot do with it, who he helped bring in and what he supported and pushed for in the old Ford culture helped Ford to grasp a vision of its future with clarity and purpose like a new beginning. Ford will continue to make trucks but it believes as Bill Ford does that the market will never go back to its old ways, that the absolute price of oil will have less to do with it than the psychology which will push for smaller more fuel efficient cars. And as he points out its European cars are" extremely well appointed and very, very succesful and extremely profitable"....

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From north east Indiana and Indiana University SVB CEO Becker works his way up to a bank in Detroit with offices in California, and joins SVB in his twenties. He opened SVB's office in Boulder in 1996 and became president in 2008. Two things made SVB different. It seemed like the 2008 crisis had never happened. The management at the company Becker, Beck, and another executive Descheneaux hired from Bancwest, acted more like tech entrepreneurs and much less like bankers. They seemed to have mastered the way of optimistic talk to tech entrepreneurs, the language the culture, and did not share the same grasp of the economic environment of others who had weathered the 2008 crisis. For most of 2021 the company did not have a risk officer, according to the WSJ. And did not see the aspects of duration risk in having assets invested in long term Treasury's when interest rates were increased by the Fed rapidly to fight inflation decreasing the value of bonds. Startups and SVB management in their optimism both ignored the risk of not having the backing of FDIC insurance as insurance is limited to $250,000 in deposits, and most of the SVB's deposits were much larger. The US government wary of criticism of a bailout insists the FDIC backing provided to prevent systemic risk will not cost the taxpayers as it will come from a special assessment on banks. Nothing better explains the collapse than a look at the graphs of SVB's deposits in this WSJ report, in 2019 deposits and financial assets increase at about 50%, at about 100% doubling in 2020. Stock performance mirrored this.  By 2020 the supply chain disruptions were real and inflation was taking off, the Fed under Jay Powell was taking up the fight against inflation with sharp rise in interest rates. SVB did not grasp the seriousness of the situation. Venture capital gleaned the risks as they mounted and a bank run with withdrawals of as much of $42 billion led to the collapse.   ...

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Uber CEO Kalanick faces problems after the ride sharing app service company uses aggressive tactics in its business. Kalanick resigned after increasing pressure, with major investors on the board asking him to resign. Mike Isaac in the NYT says Uber is an example of how some aspects of Silicon Valley culture have caused a public outcry. A federal inquiry is under way into a software tool used to avoid law enforcement. Other complaints came up during the period Kalanick was CEO. The business conduct of CEO Kalanick has come under strong criticism and shows what can go wrong in the aggressive pursuit of business. For many it is an example of how not to run a company.

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The culture of risk at Societe Generale. Is this typical of this period the glorification of the quants and the general aspiration to attain the status reserved for them. Did this lead to a lax supervision that led to the huge losses of a single youthful trader. How was it possible to allow a single trader to take positions amounting to $50 billion? See the link to the WSJ article.

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Ian Buruma sheds light on the efforts of prime minister Hatoyama of the DPJ party to create a East Asian Community and bring Japan and China closer in economic and political ties. This failed because of the tensions with N. Korea and the Obama administration's opposition to this move- which did not give the young Japanese prime minister the same opportunity to exercize his electoral mandate that was given to the young American president. The Obama administration's pivot to Asia is seen by China as keeping America's post war role as the dominant power ensuring peace in Asia. The election of a nationalist Abe from the LDP party which has promoted strong defense and political ties with the U.S. and supports the U.S. traditional postwar role is consistent with this policy. The result says Buruma is to block the development of new closer ties between Japan and China which reflect the new dynamics in Asia. Buruma says Japan looked to China during the centuries before the modern period, with both countries sharing a Buddhist civilization and culture, and depending on how one sees it the conflict in the period between the two wars would be the pattern or the aberration in the relations between Japan and China. Many Japanese are wary of further tensions between the two countries. Buruma provides an alternative look at how relations between China, Japan and the U.S. could evolve in Asia which would provide a basis for constructive cooperation. ...

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Every year India Youth Day is observed on the 12th of January on the birthday of Swami Vivekananda. Vivekananda 1863-1902 preceded Mohandas Gandhi in the first period of the Indian struggle for Independence from the British Empire. The book Hind Swaraj by Gandhiji which set the blueprint for India's independence struggle was inspired by and followed in 1909 only a few years after Vivekananda's death in 1902. Vivekananda also inspired Indonesia's Sukarno in the struggle for independence from the Dutch Empire during the 1930's and 1940's. The population of India and Indonesia which represent the height of the ancient Vedic civilization of South Asia is in 2025 1722 million. It also encompasses China Japan Korea and Vietnam with a population of 1750 million when we consider India as the centre of Buddhist civilization. About 3.5 billion people with a common heritage in ancient Vedic and Buddhist civilization. Matched only by Christian civilization with 1.0 billion people in the Americas and 750 million in Europe. Combined this is two thirds of the world population. Under the British, Dutch and French Empires India was kept separate from cultural and religious contact with Indonesia, Vietnam, China and Japan. There is a convergence of culture and religion in Asia in the 21st century first between India and Indonesia and Vietnam, and second between India and Japan, Korea. That convergence will grow between India and China in the rest of the 21st century as ancient but modern civilizations with a common history. ...

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Serious questions about the future of the car industry and investment in fuel efficient cars as a long term viable alternative, regardless of the specific price at the pump that reflects changing economic weakness in a global economy. Decisions that Obama will have to make in steering the auto industry in a new direction. Management and culture at the car companies remains as ever a big issue and this also will come up because fuel efficiency and making money on small cars and building the cars that the public wants and would pay good prices for, are a result of the resolve, skill and perseverance of management. The only thing that one can say for current management at GM and Chrysler is that it is entrenched and with the same culture that does things the way they have always been. It also lacks the vision and skills to make the changes to get Americans to buy more cars and small cars at prices where they are profitable to car companies. As it reminds us here for all the talk about fuel efficiency and cars, light trucks madeup 58% of GM's sales through November, 64% for Ford, and 72% for Chrysler. The market is bad for all car companies including Toyota and Honda, but things are much worse for the Big Three because of the way in which their sales are way skewed in the direction of SUV's and light trucks and the absence of winning models in the medium and small car segment that command good prices....

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PM Modi will meditate for 3 days and nights at the Vivekananda rock in the Indian Ocean on May 30 to June 1, 2024. In 1892 Swami Vivekananda meditated on a rock in the ocean at the tip of India in Kanya Kumari, as he set India on a path to modernization for the next 100 years and beyond. Many Indians including prime minister Modi have Vivekananda's mission for India's modernization as their clear objective, and this is behind the everything the PM does including the vision of Vikshit Bharat, a developed country by 2047 on the 100th anniversary of independence. Gandhiji read all of Vivekananda's writings and his freedom struggle against British rule was based on Vivekananda's ideas for India's regeneration and renewal leading to his book Hind Swaraj in 1905. The Bhagavad Gita was translated by Swami Swarupananda, a disciple of Vivekananda, and formed the basis for Gandhiji in the freedom struggle against the British.  Europe faced colonization on the Iberian peninsula and invasions right up to Budapest and Vienna by the 14th century, India faced the same and this was followed for India and China by the expansion of the British into Asia when China and India failed to grasp early the importance of science and technology and the new ideas that happened in Europe by the 18th and 19th century. Vivekananda wanted to see science and technology and the advances of modernization brought to the people of India a process happening as India modernizes all aspects of its economy. Vivekananda was also the inspiration for Indonesia's freedom struggle by Sukarno against Dutch rule. India and Indonesia today make up the largest population in the world larger than China and Japan combined, with a common culture and heritage and are together modernizing every aspect of the life of people.  ...

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How the shorter workweek is being tried at places such as Microsoft Japan, Toyota Gothenburg, Australian software company Icelab, and South Korean e-commerce company Woowa Brothers, with good results. Results include better collaboration, setting priorities effectively, and mutual respect for time. Workers get time to think, gain new perspectives, gather new ideas, and recover from weekly pressures. This WSJ reporter looked at over one hundred companies and found that if  done right it can improve company profitability and productivity. In a 4 week trial Microsoft Japan improved productivity by 40%. Alex Pang shows how this is being done in a new book - "Shorter: Work Better, Smarter and Less- Here's How." One way the shorter workweek works is by making everyone think what was not working during hectic work weeks without desired results, more work just adding to pressure and not producing results. For instance meetings had to be shorter and confined to certain hours only. Distractions had to be cut down effectively. Even soft music could help people concentrate. Building a new culture also helps bring people closer and find ways to work more effectively than in the past. The reinvigoration and ability to recover from pressures works wonders say experts and brings a new level of concentration, motivation and effectiveness. It is interesting to note that some of the pioneering effort in this area is coming from Japan and South Korea where long hours were tried and people began to realize that this approach to better results had serious drawbacks, and there had to be better ways.    ...

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Turkey is reviving its relations with Saudi Arabia and the UAE. Prince Bin Salman will visit Turkey as part of a remake of Turkey Saudi relations. Turkey's economic crisis has revived the relationship as Turkey badly needs aid for its economy. The pressure on emerging markets is increasing with US central bank raising rates reducing inflows of western money into Turkey even further. Prince Salman has already received visits from French and British leaders. He visited Jordan and Egypt this week and will now be in Ankara. In the summer he will visit Greece and Cyprus. Saudis are modernizing their economy changing culture in relationships of men and women, in women's rights and education, and broadening relationships with the world under Salman. There is an astonishing openness to science and technology in a drive to be modern. The old Saudi monarchy and conservative rule with ancient traditions is giving way to what the Saudis in the group under Salman see as the modernization of Europe and America in the 20th century using science and technology as what they would like to see in their own country. There is also a drive to think independently from the dogmatic positions of the past that have turned the Kingdom into an American dependency with no obligation or incentive to modernize its culture and be open to the world outside.  The US fought a war to ostensibly modernize a backward mountainous remote state as Afghanistan, while being perfectly comfortable with the old Saudi monarchies of the past that made little change in the ancient culture and tradition and in women's rights and education. Such were the contradictions in American policy and the failure to think anew. As president Lincoln said "as our case is new we must think anew, and act anew." President Biden will now visit Saudi Arabia to build a new relationship with an independent nation, which along with the UAE is bringing change to the Middle East through infrastructure development and modernization. Salman's modernization comes as the kingdom also faced a need to make a transition out of dependence on fossil fuels. Salman sees trips to Greece and Turkey as opening up to all sides. Saudis have good relations with Israel and Egypt another part of this openness. The US senses this, India has sensed this. India's Modi government  made sending the Oxford vaccines manufactured in India to Saudis a priority during 2021. The Indian example is also changing the way the UAE and Saudis see infrastructure development and modernization in the region. This is also changing the way the region is looking at itself. For decades Egypt lacking the resources to build infrastructure on its own has languished economically. A helping hand from the Saudis is changing Egypt. The entire rail system is being modernized with the latest technology from Siemens. The Saudis have stabilized the Egyptian economy with a $5 billion deposit in the Central Bank of Egypt. On June 21 Egypt and Saudis signed $7.7 billion in investment deals for infrastructure, logistics, port administration, food, industry, medicine, energy and technology. In the investments in Egypt some of the oil money going to Saudis with $100 per barrel oil price is going to an economy in Egypt that can easily absorb and make good use of the investment to modernize.   The influence of Saudi leverage in fossil fuels which drove the US relationship with Saudis since FDR is being replaced with an independent Saudi kingdom making decisions to modernize across the board in all aspects compared to one that favored a few American companies such as Exxon Mobil and ARAMCO or arms makers such as Boeing and Lockheed that helped recycle American money going to pay for Saudi fossil fuels back to America.    ...

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With Whitacre in charge at GM there is a change of style and substance that just flows from who the man is. He is a no-nonsense guy, who once told a colleague from his days at Southwestern Bell, that God gave us two eyes and one mouth for the right reason so we should use it in that proportion. He is quite matter of fact about approaching the probems at GM right from the beginning. From those early meetings at the Westin airport hotel in Detroit, where he would tell GM executives and Henderson that if things did not happen the way they should and quickly he would find the right people. After there was a lot of soul searching about Henderson's decision to sell Opel- and three directors with private equity background decided it was bad for GM, that GM needed Opel for its compact and midsize car engineering and sales volume- Henderson was replaced as CEO. The decision was reversed. Within 3 months of Henderson's departure four other executives were let go, 20 more were reassigned and seven outsiders were brought in to fill top jobs. Lutz was marginalized. Reuss in his forties was placed in charge of N. America. The metrics were simplified from Wagoner's days to six: market share, revenue, operating profit, cash flow, quality, and customer satisfaction. His approach to get managers who make decisions fast and correct mistakes speedily. Vice chairman and CFO, Christopher Liddell, is from Microsoft and joined in January. Liddell points out that 12 of the 13 person GM executive committee are either new to the auto industry or outsiders. And the seniormost Whitacre and Liddell, are new to the auto industry and outsiders, so Whitacre can point out that GM has run the business in a more complicated way than it needs to be. The big changes are cultural. And making these changes for a company the size of GM and with the trauma that happened at GM with the speedy decline, required someone with the experience Whitacre gained in tackling the problems he faced at Southwesten Bell and the new AT&T, with its changing culture. The tough down-to-earth nature of the guy, with no affectations or layers to his personality whatsoever, proved an asset at the new AT&T and now at GM. Other decisions he has made at GM, are some strategic ones like bringing down incentives to sell cars, the latest being letting market share drop in March in the face of Toyota's heavy use of incentives to recover from the recall crisis, but sticking to reducing the incentive dollars by $1200 to $3500 per car. This made it possible to achieve sales goals. And some tactical but of great significance, from a common sense approach to GM advertising with his remark "I'm sick of Howie Long." Pitchman Long was a football player, and what Whitacre insisted on was showing off GM's best models and features to blow the competition, like the "May the Best Car Win," campaign. That many of GM's ads didn't focus on the cars and didn't make any sense, like little Cadillacs flying out of a birdhouse, makes this truly incredible to an outsider. Other things Whitacre brings are a change in his expectations, and his overall demeanor. This impatience may be a good thing for GM especially with the capital investment in new models, plant investment and better decisionmaking, and commonsense approach, to back it up. In the car industry it can't hurt for the top guy to look at the car clay models and ask why they can't be brought to market in 12 months. It gets people thinking differently. Asking a Cadillac dealer he knows in San Antonio why they should'nt be selling twice as many Cadillacs if the marketing was better. It helps when the top guy can visit a plant and have "diagonal slice meetigs" with plant staff, workers and UAW people, to talk about things in sweat shirt and jeans with no airs about yourself whatsoever, and to follow this up with a repeat meeting some months later and announce a $136 million investment, as he did with the Fairfax plant in Kansas....

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....