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Cutter and Adams of the WSJ show the inner workings of a large consulting firm, McKinsey & Company. A University of Chicago professor started the firm in 1926. By the 1960's the firm would hire new graduates and train them in its consulting culture to do studies and make recommendations on issues facing client companies. Consultants are not hired for long  experience in each field, they are hired from top business schools and universities upon graduation and trained in the company culture. Work involves extensive travel from different offices, with long hours typical also of the financial firms, with little acknowledgement of worklife balance for productive effort even after the pandemic. Cutter and Adams do not cover an earlier period of McKinsey during the financial crisis of 2008 with a controversy around insider trading information about Goldman Sachs which hurt the reputation of McKinsey.  The WSJ investigation into 1MDB Malaysia fund scandal showed Goldman Sachs involvement leading to less confidence in large financial firms as well as consulting companies. This consulting business is growing after the pandemic with about half of it related to companies seeking to prepare and set up AI. This report looks at the new setup in McKinsey where hundreds of senior partners now elect the head of the firm for two 3 year terms. The head of AI at McKinsey is challenging the the current head of the firm in an upcoming election. It cannot be said that consulting firms are improving the management of companies, as more companies today use it sparingly and mostly for special needs or studies including AI. As a result these consulting companies are using the same branding mechanisms, and as Cutter and Adams point out, these professional service firms are run by partners through a system of extensive wining and dining, talking and communicating, so that people who can set an internal consensus do well. The process of development of management skills in the US dating back to Alfred Sloan at General Motors when Mr. Mckinsey started his firm at University of Chicago in 1926, and to Andy Grove founder of Silicon Valley in the 1970's, with their  emphasis on constructive confrontation and skills Grove later outlined in his book "High Output Management" has little to do with such consultancy firm services. Even less can it be said about these consultany services that they have anything to do with the management intuition, vision, wisdom and skills of Matsushita in his book "Not for Bread Alone, Akio Morita in "Made in Japan," or for Grove's unique perspective in "Only the Paranoid Survive."  ...

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A Prof. at New York University School of Law on why bankruptcy is the only viable option for GM, and his reasoning, including GM's legacy costs hard to get rid of without bankruptcy, the DIP set aside for warranties or a DIP loan for this to reassure customers, and the need for urgency to reduce brands, facilities, plants, dealerships, and have contracts that are realistic for the times, and retiree benefits taken up by the PGBC.

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Michigan is almost another plantet when it comes to replacement sales for clunkers. Analystspoint out that 81.1 % of michiganians traded in their domestic clunkers for domestic replacements, but only 42.8% in the rest of the country did so.

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The Indian government imposes a 40% export tax on onions. Tomato pries have increased fivefold and onion prices have surged with drought in some areas and floods damaging crops. Uneven rainfall is affecting grain supplies also and the Indian government is keeping a close watch on this. Prime minister Modi also stated this in his Independence Day speech.

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Tips on money saving from parents on childcare and groceries, and raising children.

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Mexico's newly elected president Lopez Obrador says spending for a new airport was not in the interest of a country with Mexico's social needs. He voted to cancel the project in favor of using a military airbase north of Mexico City and building new runways to complement the existing airport. The aiport project was a key effort by the outgoing administration of Pena Nieto. About $5 billion spent on the airport would be written off, and bondholders holding $6 billion in bonds could ask for payment.

The airport cost originally estimated at $10 billion is now expected to cost $13.3 billion. Mexico City airport handled 44 million passengers last year and the new airport was intended to handle future congestion.

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The high cost of fines is likely to affect recapitalization of UK banks. Fines for Libor-rigging and compensations for customers on Payment Protection Insurance may cost the UK banking industry about 20 billion pounds, says Nixon. Other fines such as the $1.9 billion fine for money laundering activities of HSBC have to be added to this. This means less money for meeting stronger capital requirements and for lending to business and households. Higher compliance costs will mean higher costs in future years. HSBC estimates of the anti money laundering systems are about $990 million a year. The Bank of England has raised concerns about the need for additional capital to safeguard British banks.