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Boeing's goal is to make 10 Dreamliners a month by late 2013. The current rate is 2 per month, which Boeing hopes to move up to 2.5 a month by November 2011, and 3.5 a month by early Spring. Boeing CEO, McInerney, says it will take a few years before each Dreamliner turns a profit. He expects this will happen before 2020. The large investment during this decade should see returns in terms of an annuity for 25-35 years, said McInerney. The Dreamliner is the first jetliner to be made largely of plastic-composite materials, in place of aluminium. To build the Dreamliner Boeing had to accomplish what McInerney calls "game-changing innovation," and at the same time achieve improvements in production techniques. Jim Albaugh, head of Boeing's Commercial Airplanes division, says the next step is to take what takes an hour and half to assemble and bring this down to 15 minutes. This will help meet a long backlog of orders. Boeing has 820 orders for the Dreamliner as of Sept. 2011. The first Dreamliner was delivered on Sept. 26, 2011, to All Nippon Airways....

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Brooks of NYT says that the corporate culture at GM is at the heart of the company's problems and this hasn't changed with the government's ownership of GM. The "ancien regime" as he calls it, is still running GM, minus Rick Wagoner the fired CEO. He quotes Elmer Johnson, a GM executive, who wrote in a memo on Jan 21, 1988: "we have vastly underestimated how deeply ingrained are the organizationaland cultural rigidities that hamper our ability to execute." Brooks qotes Rob Kleinbaum. a GM employee, who says that unless GM's culture is fundamentally changed in North America it will become dependent on government help for a long time to come. The baffling thing about the new GM is that except for a new balance sheet, a new board of directors, scrapping dealerships and brands to be more focussed, culturally things remain the same. The unions and union attitudes, the management and management attitudes, the bureaucratic culture, mindsets and relationship patterns, all remain the same. And the influence of new private outsiders is limited at this time. And competition according to experts is going to be intense in the shrinking market. How does one generate optimism in this context?...

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Michael Kinsley of Washington Post points out that the $469 million of bonuses to AIG FInancial Products employees was first seen in SEC filings in November 2009, then on Rep Cummings blob on the Huffington Post November 27 entry. It was reported in the Washington Post in an article headlined "AIG Spa Trip Fuels Fury on Hill", and in the New York TImes on October 17, titled " AIG lets New York Review the Propriety of its Pay Packages", so where was everybody then? Its as if noone knew about till last week when all hell broke loose. Kinsley refutes the argument that as AIG CEO Liddy suggested that the employees only take half of the bonuses, by asking the question: bonuses for what? For creating a black hole in which government rescue funds have to be poured of $170 billion, the largest rescue in history, and then these skills to create black holes needed so badly in the midst of a near Depression that they be kept from leaving with retention payments. Or as Republican Senator Snowe put it "Bonuses for what?", the same question the whole country is asking. ...

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Landler and Haberman provide a chronological summary of the events leading up to the speech by president Trump on August 21,2017 for continuing the war in Afghanistan with troop increases. Initially Trump followed his instincts and questioned his generals Mattis and McMaster, who have experience with the war in Afghanistan. McMaster prepared the plan. Tillerson, Secretary of State, called for a civilian component for the State Department in the military's plan. The options included using U.S. troops, covert CIA operation, and using mercenaries. The key factor- learning from the experience of the Iraq withdrawal of 2011 andnot  letting things get out of control as happened in Iraq and Syria after 2011 with rise of Islamic State and intervention by Iran and Russia, destabilization of the European Union through accelerated refugee flows. In the end the costs were too significant to let a vacuum develop and the U.S. president gave an honest reflection in his televised speech which was exceptional in its candour and willingness to lay the facts out. Trump's own instincts which he has historically followed would be set aside in this case because of the evidence the generals had given, supported by vice president Pence and key members of the Republican party. The president known for impulsive behaviour could be described as having gone through a period of reflection with the key military officers on what it was all about. In the end the decision to use U.S. troops to control the deteriorating situation in Afghanistan was taken to prevent a vacuum from developing. ...

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Walmart comes out in favor of requiring employers to provide health insurance to all workers, a central feature of President Obama's effort to provide near universal coverage in the USA. As the country's largest private employer, employing 1.4 million Americans, this change is significant. In a letter to the President, Walmart CEO Mike Duke, joined by Andrew Stern of the Service Employees International Union, and John Podesta of the Center for American Progress, who also signed the letter, say they are for an employer mandate which is fair and broad in its coverage. Walmart had a couple of reasons for doing this. For one Walmart needed to join the negotiations, as the Senate Finance Committee is considering other proposals that are less favorable to Walmart than employer mandate. Already Walmart is covering 52% of its employees, and has improved health benefits in recent years in response to criticism of the company. The industry average is 45%, according to a 2008 Kaiser Foundation study, and some companies do not provide the health benefits that Walmart does, so this helps level the playing field by requiring all large companies to share the burden. Walmart wants to see effective cost controls to keep costs down, and Rahm Emmanuel, the President's chief of staff, assured Walmart that "cost control and employer mandate are heads and tails of the same coin." Under the plans considered by the Senate Finance Committee under Max Baucus, small businesses are exempted from the employer mandate. Republicans have opposed employer mandate. And the U.S. Chamber of Commerce has opposed it saying it would make companies lower wages and cut jobs. Walmart's shift has been gradual. From a company used to providing skimpy benefits, it has evolved as it improved benefits, and two years ago it joined the SEIU union to call for affordable health care for all Americans by 2012. It has Mr Dach as its governmental affairs vice president, and this is significant, as Dach is an advisor to Democratic party politicians....

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By the time NYSE began the switch to becoming a technology company it was too late, says one expert. Other stock exchanges such as the Frankfurt Stock Exchange switched entirely to electronic trading even as the NYSE clung to old ways. All the time the trading floor of the NYSE was losing trading volume, handling only 20% of all trading volume in NYSE-listed stocks in 2012, down more than 40% from 2007, according to analysts. NYSE's Liffe, European derivatives business that came from the merger with Euronext in 2007 alone could be worth about $6 billion, close to the market capitalization of NYSE Euronext. Liffe was one of the main reasons NYSE was attractive to ICE. NYSE CEO Niederauer and the Board sensed the danger if NYSE remained by itself, according to people informed about discussions. The feeling was NYSE would fall further behind in a few years and lose control over its future. This created a new urgency to the talks with ICE, a doable merger from a regulatory perspective because there was not much overlap in the businesses. Niederauer's personal relationship with Sprecher of ICE provided the catalyst to move ahead and work out details such as headquarters locations in Atlanta and New York City, and sharing of management roles with Niederauer reporting to Sprecher. In his letter to employees Niederauer made it clear that ICE was acquiring NYSE. ICE started with electricity trading in Atlanta, embraced technology and electronic trading as its foundation, and took advantage of the opportunities in using technology to meet the requirements set by the Dodd Frank legislation for derivatives and futures trading....

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Pearlstein says American Airlines (AMR) management had hoped to reduce employees count by 13,000, reduce benefits for employees and retirees and reform work rules by going through bankruptcy in the manner of other airlines such as Delta and Northwest. As it turns out AMR's unions and US Airways have made their own deal and come up with labor agreements that are likely to result in a merger deal with AMR with 1.2 billion in savings from synergies, instead of relying on labor savings for $800 million as AMR management had planned. This is because US Airways CEO, Doug Parker, sees increased savings and revenue from a new combined airline and a better hands on management team. Part of the reason is also the the way the combined airline provides additional feeder traffic from smaller cities to hubs in the east coast and midwest markets and in the Miami routes to South America. The Pension Benefit Guarantee Corporation also tacitly sees the benefit of a stronger airline so that its funds are not depleted further by having to support AMR's underfunded pension plan. The creditors have also realized what all this means by increasing the value of AMR bonds to 50 cents on the dollar from 30 cents on the dollar....

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GM announces loss for 2008 is $30.9 billion and loss for the fourth qurter is $9.6 billion. The company also said it may not be able to meet its auditors going concern requirements. GM burned through $5.2 billion in cash in the fourth quarter, and $19 billion in 2009. This puts the cumulative net loss to $82 billion since CEO Wagoner began restructuring in 2009. Its obvious now that notwithstanding the media attention it got and what was said by key players, not much was done and the dangers in continuing existing strategy on fuel efficiency, and on too optimistic assumptions about what could happen to car sales, and on acquiescing to union demands on benefits that no company could sustain if economic conditions turned for the worse. All this has played out and in dramatic fashion in the last 6 months. Astonishingly the Board and GM are going down with the ship, the same management and the same board are in place, proving again that capitalism does not necessarily follow rules of pay for performance, except when things are looking good when management skills are not really tested. The banks have proved this in ample measure in recent months....

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Tony Hayward, current CEO of BP, was head of production during the fire and explosion incident at its Texas City, Texas, refinery. BP failed to contain the damage to its reputation during that incident, when it was disclosed that there was neglect of plant maintenance and quality at the refinery by government safety agencies, and by former engineers and directors of Amoco who had operated the plant before BP. The CEO at the time Mr Browne bought Amoco in 1998. To cut costs he did not replace hundreds of engineers who had left, and BP became more dependent on subcontractors. In July 2005 after Hurricane Dennis, Thunder Horse, BP's $1 billon development in the Gulf of Mexico had design and engineering problems and listed 20 degrees. In March 2006, 267,000 gallons of crude oil leaked out of a 34 inch pipe connected to the TranAlaska pipeline, maintained by BP. On August 8, 2006, the U.S. government ordered closure of the entire oil production of Alaska because of what it cited as "severe corrosion," because BP had not done the proper maintenance for the pipeline and its quality systems had failed. By this time Mr Browne's reputation had suffered and he was forced to retire. Tony Hayward is now being criticized for not moving quickly enough in establishing good quality, maintenance and safety systems at BP. The problem of BP not taking responsibility to properly oversee contractors down to the details and make sure all safety steps are taken is evident from the comment by Robert Wine a BP spokesman in London. He said that the responsibility was Transocean's (the company operating the drilling rig Deepwater Horizon), saying something that would not be accepted in the public mind or in oil circles in Houston, that "it's not BP's role to second guess Transocean or to oversee the safety of the rig." Exxon for example imposes detailed requirements on its subcontractors and second guesses its subcontractors on the details. BP did not require Transocean to install acoustic back-ups used in the North Sea to trigger the blow-out preventer in the Gulf drilling area....

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How Lehman Brothers CEO underestimated the situation facing his firm and failed to realize the true extent of the economic environment that the country is facing. He did not move fast enough for the speed with things deteriorate in this new environment which is nothing like the environment they faced before. In the end he held out for a better deal when he was negotiating with potential partners till the other side walked away. As a trader who led the firm for 14 years he was used to snap decisions so when he negotiated with Korea Development Bank and things were difficult he grew frustrated according to the Wall Street Journal and threw up his arms and the meeting ended. After the two sides parted subsequent talks faltered. At that August meeting the Korea bank proposed to invest $4 billion to $6 billion into Lehman and on the other side the CEO of Korea Development Bank had once been the head of Lehman Brothers in South Korea. The Journal report says that the Koreans felt their approach was realistic and were prepared to move forward but that Mr. Fuld was holding out for a better deal. The Koreans would have received a large stake in the firm. But not reaching the deal in the negotiation with the Koreans in June and then again in August and not marking down the firm's large holdings of real estate to reflect new conditions, and relying too much on the access to capital from the Fed, may all prove to be the undoing of Lehman because its stock has dropped precipitiously in the last few days losing more than 40% of it value in one day and then continuing down a slippery slope. Mr Fuld has led the company for 14 years and is the decision maker in this company, being called by employees as "the chairman" or "the gorilla". In these 14 years he gained a reputation for driving hard deals and in this case he may have not realized the crtical situation the company faces required a more urgent approach and a willingness to consider different deals some of which may have led to giving up some of the complete independence with which he operated....

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Millions of people who are first time users for whom affordability is an issue in countries from Nigeria, Ivory Coast to India, Indonesia, are connecting to the internet. This time not with smartphones made by Samsung or cheaper Chinese smartphones made by Xiaomi or Huawei, but by using a new smart feature phone that cuts down the price such as the Jio phone by Reliance Jio in India. This costs only about $25 compared to $100 to about $300 for lower cost smartphones These phones provide basic features, some apps, messaging, internet access at low cost. About 3.4 billion people without the money to buy costlier smartphones are turning to this just like people did 20 years ago with lowcost Nokia basic phones until smartphones appeared. Monthly cost for mobile data access to internet is $2.50 a month for all the mobile data he needs or Rs. 1750. Batteries last for days in countries where electricity is unreliable. A fruit vendor in New Delhi makes $80 a month or  Rs 5600. A Jio phone fo him costs Rs 1400 compared to paying Rs 7000 or $100 for a Chinese smartphone. Reliance partnered with Hong Kong's KaiOS Technologies Inc. which makes the most widely used operating system powering smart feature phones. Jio sold 60 million Jio phones and 370 million such smart feature basic phones are forecast to be sold in 3 years by 2022. Reliance Jio is being imitated by others. Orange SA of France has launched an inexpensive smart feature phone bundled with inexpensive mobile data plans in Ivory Coast, Burkina Fso and Cameroon and plans to put this in other former French colonies in Africa and Arab countries. WizPhone plans to introduce a $7 phone in Indonesia. KaiOS is working with Brazilian manufacturers to roll out cheap phones there.  In advanced countries Nokia is offering revamped versions of its candy bar shaped phones with added web access to enthusiasts. These cost $100. A whole new group of people who could not afford a smart phone are now being connected after Jio's pioneering effort in India. ...

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

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BMW is investing 530 million euros to build an all new zero emission electric Megacity car at an assembly plant in Leipzig, East Germany. This will create 800 new jobs. BMW CEO Reithofer, says this demonstrates BMW's committment to invest in Germany as a high-tech location.

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Karl Case, co-author with Shiller, of the Case-Shiller housing index, describes what the American dream of owning a house was always all about- having a safe long-term investment with the happiness gained from ownership of one's own home. It was never really meant to become a way to pay bills, and enjoy an artificially high standard of living based on artificially high speculative returns of 30% a year. Based on the authentic verson of this dream, it is still alive, says Case. Buying a house today costs less because of lower interest rates, the costs of a house are lower, and it provides a return in the form of rent that the owner doesn't have to pay for the home. Case has not factored in unemployment and job uncertainty, especially with the worsening economic outlook in 2011. This may still depress housing markets.

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Peers discusses the divergent management styles of the two CEO's in a proposed merger of Fox with Time Warner, Jeff Bewkes of TWC and Rupert Murdoch of Fox. Murdoch is known for a management style that involves taking risks, compared to the style of Bewkes that emphasizes fiscal discipline. Because Murdoch's $80 billion offer for Time Warner is 60% stock this raises questions from Time Warner shareholders about the value placed on Fox's performance in future years. This is particularly true after the painful experience in the merger with AOL, which devastated TWC shareholders as AOL's business declined. Another difficulty is that the voting structure for the company uses nonvoting shares that give control of the merged company to the Murdoch family, with TWC shareholders not able to influence the future management- particularly Rupert Murdoch's son James Murdoch, who is co-chief operating officer, as Rupert Murdoch is 83.

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Javier Fernandez describes the experiences that led to Bill De Blasio's decision to run for Mayor in 2013- his education in New York at NYU and Columbia, the family's background in liberal politics, involvement in Latin American politics, helping Bill Clinton's campaign organizing in New York and running Hillary Clinton's Senate campaign in 2000, a run for City Council in 2009. Blasio was close to his Italian mother after the parents divorced, and he made it a point to develop a close family life after he married a co-worker at City Council in New York. The family life and his passion for fairness in the economic issues facing New York City, played a part in giving a sense of authenticity to his effort to convince voters to break from the past- to move in a progressive direction that creates better opportunities for all New Yorkers.

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According to analysts Yahoo's 24% stake in Alibaba and its stake in Yahoo Japan is what gives its share price momentum. U.S. Yahoo operations are estimated by Topeka Capital Markets to provide only about $10 of Yahoo's value per share. Alibaba's operations as a retailer in China account for $30 of the value per share, and Yahoo Japan $7 per share in value. Yahoo's current share price in Jan 214 is $40, having doubled in the past year. Analysts say there is not much CEO Marissa Mayer can do to reverse the slow decline in Yahoo revenues as it competes with Google, Facebook and other competitors for premium display advertising.

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Mr. Rodrigo Maia, the 49 year old son of the former Mayor of Rio De Janeiro, Cesar Maia, is uniting Congressmen from all parties in Brazil's parliament to get things done and restore lost confidence, such as the recently passed pension reform. Brazil's pension system sucks up most of the money in the budget with overly generous benefits, leaving little to pay for essential public services such as sanitation and transportation. Shockingly sanitation has suffered as only 50% of the sewage is treated in Brazil.  Polls show confidence in parliament after corruption scandals and lack of work to help the people of Brazil with essential public services has fallen to an abysmal low of 7%. Only 50% of Brazil's sanitation is treated and the rest flows as untreated sewage and rubbish into the rivers. To bring some sanity to pensions the Brazilian parliament, with the organizing skills of Mr. Maia to bring parties together around the reform, has cut $240 billion over 10 years from pensions and introduced 65 years for men and 62 years for women as minimum retirement age.  Brazil has 33 parties and Mr. Maia's is with the centre right DEM party. How did this happen. This WSJ story says Rodrigo Maia, 49 years, was born in Santiago, Chile in 1970 during the days of Brazilian military dictatorship. His father was in exile in Chile. The election of a  far right figure Jair Bolsonaro who supported the military dictatorships record as president in the recent election was a warning sign for the different parties in Brazil on the centre right and the centre left that corruption scandals and a do-little spirit was wiping out their influence and destoroying their credibility with ordinary Brazilians. The pension cut reform was their response to gain some of the lost goodwill from the Brazilian people. In the past Brazil's members of the Chambers of Deputies were people of power and influence who held positions for long periods and passed on these positions to people in their families or in their close circle. The elections and democratic governments following years of dictatorship brought in a new class from centre right and centre left that mismanaged public finances and excluded new ideas. The Car Wash scandal and scandals at the state petroleum company under Da Silva's Workers Party led to loss of confidence not only in the centre left party government of Da Silva and the Workers Party, but also in a do-little parliament. The large state spending from the government was possible during the commodities boom from China with Brazilian iron ore and other products getting high prices. WIth the collapse of the commodities boom and lower prices the entire system of state spending has unraveled revealing how much generous pension system is damaging the financing of  basic public services.  Corruption is prevalent in many countries in Asia including India but nowhere has the spending on essential public services such as sanitation suffered as in Brazil. And nowhere was parliament and the government able to get away with staging Olympics, World Cup and building many stadiums, handing out generous benefits to gain public support as in Brazil when basic sanitation and health services were neglected in a shocking way. The health system was weakened to a great extent when it lacked the resources to tackle an outbreak of yellow fever in 2018 as it moved south from the Amazon region towards Sao Paulo and Rio de Janeiro. Protests against the lack of investment in public services such as transportation and bus systems resulted in the public protests in big cities that led to the rise of Jair Bolsonaro in an effort to bring new administration to tackle the problem of financing for infrastructure, public services, health and education.    ...

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Adam Bryant interviews Steve Case, founder of AOL online, on the lessons learned from the failure of the AOL Time Warner merger and failures in execution.

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The lack of consensus on social distancing and stay at home lockdown, poses huge problems for Brazil, with the governors of Sao Paulo and Rio de Janeiro calling for social distancing and the president not taking action. The public health systems have been underfunded for years and are at risk of being overburdened. Dengue and other virus are also a risk in Brazil, along with coronavirus. The government froze all social spending under the previous president Michel Temer. Years of overspending and dysfunctional pension systems put Brazil into this situation.  Azevedo Silva, a researcher at Rio's state university UERJ, says it is of utmost importance that Brazil guarantees social isolation now so that fewer people will need hospital treatment. Health minister Henrique Mandetta also supports social isolation measures to be taken now as the crisis escalates in the U.S.

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Yahoo CEO Mayer defends the progress made by the company especially in getting mobile users to the site. About 400 million users accessed the site on smartphones and tablets in Jan 2014, about half its users. Ad revenues are in steady decline.

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The former CEO of GE (General Electric) says why he is skeptical about the decline in the unemployment rate to 7.8% as shown by the household survey of the Bureau of Labor Statistics. He says the economy has to have grown at breakneck speed for unemployent to drop from 8.3% to 7.8% in 2 months. The dozen companies he is working with are seeing third quarter 2012 results worse than the second quarter. The labor force participation rate declined to 63.5%, the lowest since Sept 1981- fewer people looking for work accounts for the drop from 8.3% in July to 8.1% in August 2012. Other numbers that look implausible are the BLS figures of federal state and local governments adding 602,000 workers to their payrolls in Aug and Sept 2012, the largest 2 month increase in 20 years. And the BLS figure of overall 873,000 workers being added in Sept. 2012, the largest one month increase since 1983. All this he calls implausible. Part of the problem is the way the data is collected because someone who for example says he got a job baby sitting for from anywhere in the range of 1 to 34 hours is a parttime worker, so that working 1-2 hours would be counted as employed parttime in the BLS methodology....