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This editorial in the WSJ in June 2016 points out the dangers in the U.S. president Obama not facing up to the threat in the Middle East since 2013 leading to the fall of Mosul,  and in not clearly focussing on the threat since then. This has created divisions inside Europe and the U.S. in internal politics, and is being exacerbated with the rise of far right groups in Europe and by Trump in the U.S. It points out that by not clearly identifying the threat president Obama has given "illiberal" policy a boost. It says Hillary Clinton should be careful to formulate her own position in line with policy that has been pursued since FDR.

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President Obama's nationally televised speech on Sept. 10, 2013 about the need to keep the military option for strikes in Syria alive, and an acknowledgement of the war weariness of the U.S. after two wars in the Middle East and South Asia.

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The 129 page internal report on what caused the trading losses of $6 billion at the London based investment unit of JP Morgan Chase bank. The report shows the trading was intended to offset losses of $100 million. Instead the trading assumed large proportions and supervisors ignored the risks, management showed lax oversight. This type of situation occurs in other industries. The costcutting at BP and suppliers resulting in the Gulf Oil Spill and the Toyota costcutting saved small amounts by creating large risks that threatened the companies, with bankruptcy in BP's case and loss of confidence of the customer base in Toyota's case. They also reflected years of costcutting that were showing up in smaller problems that remained unrecognized. BP refinery fires occurred for lack of adequate maintenance. Problems were already developing at JP Morgan Chase with managment changes at the London unit leading to poor oversight and complacency of top management, a culture that took undue risks even as management remained confident in its strategies....

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Following the Wisconsin primary Ted Cruz plans his campaign to prepare for a contested convention. The strategy is to focus on California, and states such as Nebraska and Indiana, and on delegate selection, so that Trump has little chance of winning the required 1237 delegates on the first ballot at the Republican Convention. To do this Cruz plans to hire additional staff, and work at the local city and county level winning endorsements from local and state officials. A similiar process unfolded in the Wisconsin primary, with local Republican base support that was crucial to his win. The focus inside California is on Orange County, San Diego county, San Fernando Valley, rural agricultural Central Valley, Santa Barbara, San Luis Obispo his wife's home town. In the New York primary where he is behind Cruz is planning to win delegates in heavily Democratic Congressional districts, using ads by pro-Cruz super PAC Trusted Leadership, to add to his delegate count. Cruz is depending on mid-size donors with the help of Jeb Bush and previous backers of Senator Rubio, for additional fundraising to increase campaign efforts....

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Dana Milbank of the Washington Post on Republican consultant Castellanos's memo to GOP strategists on how to kil the health care legislation in Congress. She points out the language, words like hasty "experiment" that Castellanos suggested that are figuring prominently and frequently in Republican National Committee chairman Michael Steele's remarks, like the talk he gave at the National Press Club on July 20, 2009.

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Bloomberg Business Week's Matthew Winkler interviews Greece's prime minister George Papandreou.

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The amazing story of Abdel Hakim Belhaj who is seen as a foe by the CIA and turned over to Gaddafi's regime from Bangkok, followed by six years in Libyan jails. He is in the Western mountains near Tripoli leading a brigade that enters Tripoli. Because of the military discipline and experience gained in Afghanistan, Belhaj is put in charge of Tripoli by the Libyan Transitional Council. He looks to the future and is grateful to NATO and the U.S. for freeing his country. He holds no rancor for the past and looks to the future.

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Otis Elevator is moving a plant based in Nogales, Mexico, back to the U.S. This plant was moved to Mexico in 1998 for cost reasons. Now Otis CEO, Didier Michaud-Daniel, says producing at a new South Carolina plant will cost less than Mexico. Logistics and freight costs are 17.3% less in the U.S. than Mexico, and an additional 20% in savings come from "efficiencies" gained by having all its white collar workers associated with elevator design and production. Most companies that manufacture in China and Mexico keep their design and engineering jobs in the the U.S. It is not clear to what extent American companies have considered all the costs of separating design and engineering from manufacturing, including the opportunities for close cooperation possible in one location that are lost when everything is so spread out. At Otis toolmakers in Dallas and engineers and designers located in Indiana and Arizona traveled to the Nogales, Mexico plant. This can be especially important when as in Otis's case the new plant in Florence, South Carolina, plans the launch of a new generation of elevator designs. In this case there is an added benefit by making it easier for customers to visit the plant and look at the product. The new plant will have more automation and use fewer workers on the factory floor. The new factory will employ 360 workers including white collar workers, the same as the Nogales, Mexico, plant with a lower number of factory floor workers. ...

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Starting in 2009 Samsung's investment in R&D exceeded the same investment by competitors Sony and Panasonic. By 2011 this gap had widened, as Samsung spent $8.7 billion on R&D in 2011, Panasonic $6.6 billion and Sony $5.5 billion for their fiscal years. This is a result of Samsung's having captured a larger portion of the market and profits in recent years. In the U.S. Samsung has 50% of the market for LCD television sets. Now Sony and Panasonic have reached an agreement to join together their efforts for production technologies to produce OLED television sets, the next generation technology for television. Sony and Panasonic are also working on changing their mindset that focussed on technological advancement and less on delivering consumer friendly technology at attractive price points. Sony developed the first e-reader in 2004, and developed the first OLED set in 2007. But the e-reader lacked the software capabilities of the e-readers developed later by Amazon and Apple. For OLED the production technology was lacking for Sony to produce it at commercially viable prices for mass production. Now Sony prefers to let S. Korean competitors take the lead, and hopes to come from behind by combining critical areas of technological development with Panasonic. Samsung and LG Electronics will bring new 55 inch OLED sets to the market in late 2012. Panasonic and Sony have new CEO's who are faced with developing strategies for a rebound. Panasonic CEO, Kazuhiro Tsuga, is keen on changing the mindset of the company back to the consumer. He told a news conference recently: "Japanese firms are too confident about our technology and manufacturing prowess. We lost sight of the products from the consumer's point of view."...

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Suddenly, says Friedman, the Arab world has a truly free space, a space that Egyptians themselves created, and the truth keeps gushing out like a torrent from a broken hydrant. The hopes and aspirations bottled up for 50 years keep gushing out, like this bearded man Friedman sees in Tahrir Square, going back and forth screaming all the time that he feels free, that he feels free.

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Efforts by Israel, Saudi Arabia, and the United Arab Emirates to influence or slow the transition to democracy in Egypt.