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Even with the growth strategies of the Abe administration in 2014, projections of the IMF show growth rate for Japan are at 1.0% for 2015, compared to 3% for the U.S., 2.5% for UK, and 1.6% for Germany. The Third Arrow in prime minister Abe's Three Arrows program now follows the implementation of the other two Arrows- monetary easing and public works spending. Abe is faced with the task of convincing foreign and domestic investors that he can implement a winning growth strategy for Japan. The plan announced in June 2014 is an effort to overcome barriers to growth with a strategy that will work. The core of the plan is to cut the corporate tax rate from 35.64% to below 30% in the next couple of years. The corporations are expected to do their part to improve corporate governance and return on equity, so that shareholders, domestic and foreign investors, have more incentives to invest in the Japanese stock market. Analysts and economists say this plan has attractive features. It asks Japanese companies to increase ROE and ROI to global levels through a Tokyo Stock Exchange corporate governance code. Companies listed on TSE and not following the code will have to come up with reasons why they are failing to do so. Some analysts say this would increase the value of companies. Companies are more likely to make investments with cash that is not being invested. The plan includes measures for bringing more women into the workforce, which is seen as a serious committment to women. In addition to increasing the number of child care centers, this plan includes tax revisions that benefit women joining the workforce. Increased representation for women at the executive level is also part of this plan. Hiroshige Seko, a top adviser to Abe, says importance was given to execution for results, so that a score of 80 with definite results was preferred to an uncertain attempt to get a 100. To do this some compromises were made. The plan for special economic zones is still in the drafting stage as discussion is just beginning. A shakeup of the Central Union of Agricultural Cooperatives and more flexible medical care will be taken up gradually. The efforts to increase ROI, ROE, and improve corporate governance were initiated from the time of the Koizumi administration, and the latest plan may bring results after over a decade of effort in this direction....

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The U.S. market looks like it is becoming the kind of maturing market that Japan and Germany have become for automobiles. Germany and Japan saw sales peak at high levels and then decline. And they have been declining steadily for several years. The US has a growing population and demographics because of immigration compared to Japan so there wil be continued demand for new cars. However since 2000 carmakers have introduced so many price incentives, interest free loans, and other ways of pushing sales that sales have continued to climb to unsustainable levels. All through the 1990's sales were in the 15 million range, then after 2000 sales climbed, except for the short period of uncertainty after 9/11/2001 Trade Center bombings. Sales climbed up to 17 million and stayed at these higher levels till the recent crises in 2007 saw a drop in sales and a shift to smaller fuel efficient cars. GM was offering 0% financing for 5 years through its Keep America Rolling campaign in the aftermath of 9/11. By 2005 automakers were offering as much as $8000 in discounts on pickup trucks. Employee pricing enabled regular customers to buy at employee prices. The Big Three sold to rental fleets unsold cars, so much so that by 2005 25% of all vehicles made by GM and Ford went to rental fleets, to rental companies in which these companies had large ownership stakes. For GM this became part of strategy. Fixed costs were high and the UAW contracts made it difficult to layoff workers, a jobs bank in which layed off workers could remain till rehired was itself quite costly as money had to be paid to the workers in the job bank. With this kind of inflexibility in the labor market GM could only spread all the fixed costs for its aging workforce which required pension payouts to retirees and health payments to retirees, by selling more automobiles. During this period of inflexibility in labor, and the legacy costs of previous boom years since the 1950's with generous UAW contracts, GM and Ford pushed sales to unsustainable levels; without considering the furture implications of this short term strategy. Another way this could hurt is by pulling sales in future years into current years because of interest free financing or huge discounting which probably happened in 2004-2005 and is seeing a payback today in 2008. At the peak in 2005 carmakers were planning further expansion of SUV capacity or expansion of other carmaking facilities. Gas was still not at the high levels of today. In 1999 gas cost $1.15 cents a gallon, and it was a little higher than that, but nowhere near what we are seeeing today. These new plants are coming up just as the sales are dropping dramatically, the half million SUV's sold in 2008 is about half the sales in 2003, enough to fill 2 plants when many more plants are being built or opening. The new capacity of 4 plants capable of producing 1 million vehicles is looking like a big mistake, like the new Toyota Tundra plant in Texas. Some of the new carmaking capacity is a Toyota plant in Tupelo, Mississippi, a Honda plant in Indiana, and a Kia Motors plant in Georgia. All this means a big drop in factory utilization rates. GM has 2 plants making full size SUV's. Later this year GM will cut production at these plants and at 2 plants making pickup trucks to utilize them only for 1 eight hour shift a day. Toyota has 1 full plant of excess capacity, not including the plant opening in Tupelo, Missisippi, making it likely to be down in utilization very significantly as well. Nissan is only using 65% of capacity at plants in Canton, Mississippi and Smyrna , Tennessee. And these utilization rates reflect the impact at the early stage of the housing crisis, consumption spending is only now beginning to bite, and unemployment is still to take a hit, so th economic recession immpact is still not reflected in auto sales. Even now GM and Chrysler cling to the hope of a sales pickup in late 2008 and in 2009, which is looking less likely by the day. J.D. Powers survey show the North American auto making capacity at 18.7 million cars and production this year at 14.1 million. This means the automakers have disastrously misjudged the auto market, and the role their own actions in pushing sales have affected the market in inflating the sales numbers beyond what is a sustainable sale increase. When credit tightening and lower consumption spending, housing crisis, and higher unemployment all hit the US in full impact by 2009 the situation is likely to worsen significantly and could become a disaster. ...

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BHP Billiton was known as Broken Hill Proprietary in the 1990's. The largest Australian mining company, it was based in Melbourne and simply known as the Big Australian. It had huge losses in that period - $3 billion in 1998-1999. The turnaround at BHP Billiton comes as a remarkable turnaround for the whole mining sector. BHP made $6.5 billion in profit in the year ending June 2005. Its not just rising Chinese demand that has made this possible. Billiton has taken steps to avoid past boom bust cycles in mining by taking a conservative approach to investing in new mines that might create an oversupply in the market. The company is run buy a banker. CEO Charles Goodyear avoids taking on large risky projects and has announced plans to return $2 billion to shareholders in stock buybacks. Even with this discipline compared to the past, some mining analysts believe the boom bust cycle will occur over time. HP has $10 billion worth of projects in different stages of development. One advantage the mining companies enjoy is the concentration of mining in a few companies- BHP, Rio Tinto, Xstrata PLC. This makes it possible to price aggressively for the nickel, copper, iron ore, and other metals. A 72% price increase was negotiated with steelmakers in 2005. Another part of the transformation is the use of risk-analysis tools. BHP uses "Monte Carlo analysis" to check all potential outcomes once a range of parameters- commodity prices, currency vales, interest rate scenarios- are entered that affect financial performance of a new mine or a new investment. Goodyear came in as CFO under a new team led by Paul Anderson, a former executive of Duke Energy Corporation, after the huge losses in failed copper mining investments in the late 1990's. Even with the recent success and the careful investing discipline there is a sense that things could change quickly if rising demand slows in China and other developing countries. And in that situation this discipline may prove insufficient and the models may only be good as the assumptions and information entered....

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A discussion on the drying up of capital available to the financial institutions for deleveraging, and the way deveraging puts even more pressure on home prices and lower consumer spending also puts pressure on housing prices by delaying a housing recovery. And the pros and cons of letting Lehman Brothers fail. Sovereign wealth funds are losing money on their investments as stock prices of these firms fall, and their investments are worth much less, resulting in criticism at home. Korean economy has problems of its own so regulators in Korea were not eager to support state owned Korea Development Bank taking a large stake in Lehman. When Mr Fuld, Lehman's CEO stood out for a better deal they may have flagged their concerns to KDB negotiators. And middle eastern sovereign funds are looking for better opportunities in other parts of the world like India, Asia or closer to home. Private Equity funds which have about $450 billion are not able to increase stakes above 25% because of regulations that make them bank holding companies subject to regulators when they go above that limit. Private equity funds like Blackstone and Carlyle are asking for these restrictions to be lifted to be able to invest more in capital starved financial institutions. Meanwhile with share prices plummeting with Lehman losing 90% of its share price it will be harder to raise capital. Merrill lost 17% of its share price in one day so it affects other institutions. Regarding the pros and cons of letting a firm fail the Fed's and Treasury's fear is that markets today are bound together by complex financial instrments like credit default swaps and certain money market instruments that firms and regulators have limited experience handling in a crisis and the concern is that letting a firm fail might have ripple effects. Regulators are addressing the clearing and settling of these instruments but still need time to finish. And there is no formal procedure for disposing off the assets of an investment bank if it fails. And behind all this is the realization as Lawrence Meyer, a former Fed governor, who is vice Chairman of Macroeconomic Advisors LLC puts it : "There's no trend of improvement. It's not improving even slowly." ...

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Floyd Norris says the announcement by the ECB on Dec. 20, 2011, that 523 banks borrowed 489 billion euros under the newly created Long Term Financing Operation goes a long way towards giving Europe time to address the debt crisis. A major problem is recapitalization of European banks and the ECB's action helps address this problem. This is one of the achievements of the December summit of European leaders, though it was not the way markets had expected. Markets were focussed on large scale bond buying by the European Central Bank or issuance of euro bonds. ECB head, Mario Draghi, aware of widespread opposition in Germany to such proposals made it clear this was not going to happen. The Long Term Financing Operation of the ECB provides unlimited amounts of loans to European banks at 1% for 3 years, and accepts sovereign government debt as well as other types of securities as collateral. The result of this action was to lower the yield on a recent Spanish bond auction to 1.7% for three month bills from 5.1% the prior month. Spanish and Italian banks can now buy government debt of their countries and use the bonds as collateral at the ECB for three year loans at 1%. This Norris estimates will generate profits of about 37 billion euros for European banks from the difference between the ECB rate of 1% and the rate on two year bonds of Spain and Italy of 3.6% and 5.1% respectively for the bond purchases of 489 billion euros- calculated on a spread of 2.5 percentage points over three years. Another infusion of funds from the ECB will occur in February 2012. The new capital infusion gives European banks less reason to reduce lending in the eurozone as they work to meet the higher capital reserve requirements set under new Basel III rules. This is especially important given the austerity measures being implemented across the eurozone countries and Britain to reduce government deficits, and in light of the lower growth expected as a result....

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Lawyers Buchheit and and Gulati help Greece design a legal agreement that writes in a new collective action clause. The collective action clause ensures a 95% participation for the bond restructuring deal Greece is doing in March 2012 to cut its debt to sustainable levels. A similiar deal could be designed for Portugal says Mitu Gulati, a law professor at Duke University. Because Greece's bonds are written under Greek law, writing in a new collective action clause is a legal mechanism for achieving a meaningful debt reduction and bond restructuring deal- this is something Gulati and Buchheit figured out because of their expertise in this field. A joint paper by Buchheit and Gulati in 2010, first explored the way in which private bondholders of Greek bonds who reject a bond debt restructuring could be forced to accept the same losses as other investors who accepted the deal. They are now advisors to the government of Greece. In early 2011 there was serious discussion that the Brady Bonds debt restructuring for Latin American debt of Argentina, Mexico and Brazil of the 1980's, under which private investors traded in their old bonds for new bonds with longer duration at reduced interest rates and lower value- reflecting voluntary losses accepted by bondholders- was the approach needed for Greece, Portugal, Ireland and other eurozone countries. Then U.S. Treasury Secretary Nicholas Brady took the lead- in Landon Thomas Jr., NYT, 11/30/2010. Bondholders held out throughout this period, with Charles Dallara, one of the architects of the Brady bonds restructuring, hired by European banks to negotiate on their behalf. It was only when German Chancellor Merkel delivered an ultimatum by telling Dallara "this is the last offer," during a late night meeting on Oct. 27, 2011, at EU headquarters in Brussels, was an agreement reached on serious debt reduction- in Walker, Forelle, Meichtry, WSJ, 12/30/2011. The long delay meant a worsening crisis in Greece and the rest of the eurozone. ...

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Tsuneo Kita, is the leader of Japan's largest business daily newspaper, the Nikkei. Kita had stated his dream of buying the Financial Times, Britain's largest business newspaper, many years back. He made the best offer of $1.32 billion in cash for the paper to complete the acquisition. Because of ties between the two newspapers and reporting by FT carried in the Nikkei newspaper, FT Group decided to give Nikkei Inc first rights to bid for the paper. The Nikkei is not publicly listed, and a large part of its shares owned by employees. Print still works in Japan and the morning edition has 3 million subscribers. Kita moved to build the digital business early along with efforts at the FT and the Wall Street Journal. A paid website was started in 2010 for the Nikkei and it has 430,000 online subscribers. Kita is a journalist who joined Nikkei Inc. straight out of Keio University in 1971. He was senior editor in New York and Tokyo. Nikkei Inc. was able to make the acquisiton because of its financial strength. It has $830 million in cash on hand and a similiar amount of liquid assets. Profits are modest- 10 billion yen in profit on 301 billion yen revenue in 2014. Kita says he will keep the FT Bureaus intact and not merge them with Nikkei Inc. bureaus. He wants to preserve the editorial independence of the Financial Times, and sees the paper as part of a publishing group covering a broader region of Europe, the U.S. and Asia....

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Karen Elliott House, a former publisher of the Wall Street Journal, who won a Pulitzer prize for reporting on the Middle East, is now researching Saudi society. She now writes this scathing report from Saudi Arabia. She says that just as in Egypt, an old corrupt leadership continues in power for several decades, an old corrupt leadership in the form of 7000 princes in a vast royal family. King Abdullah is in his eighties and the ruling princes have an average age of 83, and have illnesses for which they are under medical treatment. They continue to lead a nation where 60% of the people are young people under the age of 18! Itself an astounding fact. Karen House points out that the internet and social media have also made the young very knowledgeable about the conditions in the country- where 40% of Saudis live in poverty and 70% cannot afford a home. Bad managemet by the princes has affected basic services including the sewage and drainage problems in Jeddah after the floods. It is astounding that far less wealthy Gulf sheikdoms are doing a better job of providing education, jobs and health care. Thirty years of visiting Saudi Arabia, and the last four years of intensive reporting, has persuaded Karen House that this situation is at an impasse that might end up resolving itself through some sort of upheaval. To Karen House this looks like the last days of the aging leadership under Brezhnev before the Soviet Union collapsed....

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Stephen Carter at Yale Law School, and Sonia Sotomayor on the Appeals Court of New York, share the idea that a judges's experiences will have an impact on what and how he or she see things, and there is virtue in that impact. And those individual experiences are unique to that person, what makes her who she is , and are to some extent idiosyncratic or special to that person. This adds to the law rather than than detracts from it, by adding to the richness of experience. If the life of the law is experience and it is informed by it, then the richness of experiences on the bench only add to the richness of insight brought to bear in making the decision. Sotomayor explains this in the light of her own experiences, but others could have done so also. And no two women are the same. Justice O'Connor's experiences growing up in the frontier on an Arizona ranch and taking part in ranch activities are just unique, there is just no one like her in the supreme court past and present. The same is true of this Newyorkican (puertorican form the Bronx). These individual experiences temper the sense of shared perception of womanhood, and criss cross over cultural lines in so may ways, that there is no typical black, no typical white and no typical Hispanic, especially in today's heterogenous mix of communities in America. Try a Puerto Rican who can't speak Spanish and doesn't know what tacos are like....

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On one hand the issue of the $165 million in bonuses going out to employees in the 370 person Financial Products Group, and oth the other the need to wind up the complex derivative contracts that are causing these huge losses at AIG. But are such huge payouts needed for these employees to do their job? Isn't this aprofessional responsibility of these employees? And AIG's retention-payment program was disclosed a year ago and the amount of the bonuses $400 million, says the Washington Post, had been widely reported. The company is set to pay according to the WPost $600 million in retention awards to about 4700 people throughout the global insurance units. WHat happens to the $600 million, as no opinion has been voiced on these upcoming payments. The whole idea of retention payment raises another question. Will the skills of these employees be needed in a long drawn out economic downturn spread over several years or longer. And will thefailure of such things as derivatives, and the tighter regulation, mean that they will play amuch smaller role in the future. And even in the insurance units will these skills draw a premium in a market where the supply of new talent is larger than the job market ? One expert has sugggested that even if some of them left, there would be younger people to replace them who might bring an even better set of qualifications, with amix of skills, caution and prudence. So is there something self-interested and spurious in the retention argument itself and shouldn't this bluff be called? ...

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A 5 month investigation by Adam Tolley KC into bullying claims from the British Civil Service led to his resignation. The bullying claims came from three departments- the Brexit Department, the Foreign Office, and the Ministry of Justice. Raab's contention was that he was not aware that it was bullying, that behaviour should count as bullying if he knew it was bullying. Tolley disagrees. He says it is the victim's experience that matters more than Raab's intention. Raab says he was faced with "cultural resistance" at the Ministry of Justice on developing a British Bill of Rights to replace the European Convention of Human Rights. Tolley stays out of this but does say there was "an adverse impact of the health" of civil servants and that their complaints were "acting in good faith in raising concerns that they genuinely held." It could be said that this is part of the role of the civil service to share their genuine thoughts on a matter pertaining that could lead to wise decisions or changes in decisions. The Guardian reports that the style of cutting people off because he did not want his time to be wasted, had the effect of being intimidating and abrasive. ...

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The name change from Matsushita to Panasonic will help the company promote its brand in sales overseas especially in the developing countries. Matsushita was founded around 1917 by Konosuke Matsushita to make a device to be used for light bulbs. Matsushita will start making flat panel TV's at a new factory in 2009. Its sales have been sluggish so far hence the need to promote one brand name worldwide similiar to the Sony brand name.

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Leaders of North Korea and South Korea, Kim Jong-Un and Moon Jae-in meet on April 27, 2018, at the military demarcation line between North and South Korea.  After handshakes and Mr. Moon stepping onto North Korean soil for a few minutes, Kim Jong-Un visits Seoul for peace talks.  This is a historic moment for the two countries as this is the first time since the Korean War (1950-53) that a North Korean leader has visited the South. No peace treaty was signed after the Korean War. During the period of six decades that followed the Korean War, particularly the period after 1980, the South Korean economy recovered from the war and expanded following the Japanese export model with large conglomerates such as Samsung. The North Korean economy has struggled in the period and North Korea is one of the poorest countries isolated for most of this period like Burma from the rest of the world. The development of nuclear weapons was pursued to prevent any external threats to the government, and decades of sanctions followed with aborted efforts to denuclearize the Korean peninsula. Recent ballistic nuclear tests and the installation of a new anti missile system in South Korea led to tighter sanctions with the cooperation of China. This heightened tensions, followed by the tighter sanctions. Kim Jong Un and the government are looking for ways to win approval in the international community, and find a way out of the tight sanctions. South Korea, Japan and the U.S. government are not sure whether this will lead to any results in denuclearization. The summit with Moon will be followed by a summit between president Trump and Kim Jong Un of North Korea. If a way can be found for the North Korean government and party leaders to transition to acceptance in the international community followed by integration of the North and South's economies over an extended period, there is a possibility that denuclearization could work, because it is to maintain the current government in North Korea that nuclear development was pursued in the North. Ideological conflict is now less of a factor in the conflict between North and South Korea as it was in the early days of the Korean War with the Cold War and Communism's advances in Eastern Europe and Asia the big issue at the time. Today China itself is more of a state run economy under the Communist Party following capitalism with Chinese characteristics than the old Communist model, and ideological conflict is not an issue between the U.S. and Communist run countries. This leaves open the possibility of a solution particularly as at some point just as in the case of Vietnam and the U.S., North Korea could see its future more allied with that of South Korea than with China. That leaves an opening for a timetable of transitional actions plus effective implementation stages, with incentives for the U.S. and Japan to negotiate a settlement. ...

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Brings together Intel, tapping into its server technology and the One Laptop Per Child Project of Mr. Negroponte at MIT Media Lab. Advanced Micro Device joined up in 2005. The price of a PC has been brought down to $100 by the One Laptop Per Child Foundation. How much impact will the project now have, now that a number of backers have joined the effort? Two competing approaches, how has that been resolved? Intel based on training teachers, One Laptop based on self learning in groups, Intel using Windows, One Laptop using open source, one controlled by Intel and Microsoft and less price sensitive and the other more chance to bring price down as its open to any manufacturer or software developer thats right for the goals of One Laptop.

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IBM's researchers predict five developments in new technology in the next five years to 2016- precise language translation, precise voice recognition, storing of biometric information to replace passwords, conversion of energy from walking or water moving through pipes to power small devices, search engines and software that gives people the information they want. IBM has invested $15 billion in analytics companies and other fields in the last 5-7 years to accomplish some of these tasks. Bernie Meyerson, vice president of innovation at IBM, and a scientist in advanced microprocessor design and computer systems, issued the list. He says predicting this requires a deep knowledge of what happened before in the last five decades of technological advances. A novel application is conversion of the approximately 65 watts of energy generated from walking to power devices such as a phone. Precise and ubiquitous language translation also means ease of communication and a whole range of benefits in increasing communication between people in different parts of the world....

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Cultural issues for management ranks at Hyundai and Kia Motors and the revolving door for American managers at these Korean companies. There is a cultural gap between American managers and the Korean management because Hyunda and Kia are run in a very regimented militaristic way which may be acceptable in Korea but which makes some American manager uncomfortable, especially the presence of coordinators from Korea who act in a supervisory role with the Americans. Some experts say this has worked for the 2 companies. However they have not been able to penetrate the US market as well as they would like to.

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Andy Grove of Intel teaches a class at Stanford- he taught aclass earlier this year- and talks about his experiences. Some see Grove's disciplined management style as areflection of his experience escaping the Nazis from Czechoslovakia. Dr Grove says it comes from his experience at the CIty COllege of New York He recounts this in one of his books, where aparticular Professor helped mentor him but who was in the beginning very tough on the young Grove. Grove says that what impressed him most in those early years at City College was the way hard work and talent were rewarded and where students challenged their Professors without any attention to rank. Interestingly this is still true at many universities, and meritocracy prevails there. The opposite is true when one thinks of this at many corporations which gradually fall into astultifying mode where senior managers are not challenged and politics prevails. GM is a good example. Grove says he experienced this at Fairchild -where he worked with computer chip pioneers Moore and Noyce -with its elitist, back-stabbing and lax corporate culture. Senior executives at Fairchild walked in whenever they felt like, and younger employees were penalized or fired for similiar behaviour. When he took charge at Intel Grove imposed a strict arrival time of 8 am with latecomers forced to sign asheet. He also did not go along with trends like flexi-time and teleworking. He became known as ablunt and demanding manager, but afairminded boss who rewarded good ideas whatever the source. Asked about the strict arrival time Grove says that people don't understand that he was never that disciplined himself and he was not even amorning person. His view is that he wanted to avoid what he saw as aoutrageous double standard at Fairchild. With a better culture he was able to attract the best talent to Intel, and he used the strong discipline to improve the lousy manufacturing at Intel. Three decisions shaped Intel. The first, is the recognition of the strategic inflection point when current strategy is no longer viable, because unanticipated external forces make an existing business strategy obsolete. This happened when Intel got clobbered by the Japanese in the memory chip field it had dominated. And at such moments there are internal forces and inhibitions to overcome that make starting over or doing something totally different extremely difficult. For Intel this was the habit forming tendencies from having done one thing so well- the companies roots and the founders and engineering staff's knowledge and preferences lay in memory chips- such that that it became an emotionally stormy thing to break from this past. Grove made a complete U turn to go in another direction which he describes so well in his book -Only the Paranoid Survive. Timing is critical, and instinct and judgement is all that you have got to rely on. Its like a group of hikers in the woods and after suspecting that they are on the wrong track one of them says, "Hey guys I think were lost." Grove even describes the scene with acomparison to a scene in the World War II movie Twelve O'Clock High, where a new commander is called in to straighten out an unruly and undisciplined squadron of fliers in sel-destruct mode. The commander on his way to take charge, stops his car, steps out smokes acigarette while gazing into the distance. Then he he throws the cigarette down, grinds it with his heel and tell his driver "Okay Sergeant, lets go." Grove says he related to this scene in this decision at Intel, with every fiber of his being experienced this crisis personally, and learned what it takes to claw your way through a strategic inflection point, inch by excruciating inch. He says it takes objectivity, the willingness to act on your convictions, and the passion mobilize people into supporting those convictions. The second and third decisions was less gruelling but also courageous. The Intel Inside advertising campaign meant building abrand with customers even though Intel had never done this before. The decision to not have secondary suppliers and press the issue of manufacturing quality within Intel till Intel got it right also had never been done before. Andy Grove's strategic inflection point is what GM missed and set the process in motion towards bankruptcy. See the links in Intelilinks. The management style is also relevant to that discussion. Grove also provides insights in the Cross-Industry Insight Mechanism. He sees strategic inflectionpoints in autos and health care industries. He says the auto industry is going to be increasingly divorced from oil and the next big company will come in the auto battery technology field. He also believes health care and the pharmaceutical industry can learn from chipmaking. The clinical trials in pharmaceuticals take way too long, are slow-moving and bureaucratic. The pharmaceutical firms can learn from the fast "knowledge turns" in chipmaking, so that cycles of learning are accelerated....

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Stanley-Becker of the Washington Post looks at the story of Horst Kasner, Lutheran pastor in East Germany, Angela Merkel's father. In 1954 when Angela was born, her father moved the family to East Germany, then called the German Democratic Republic. The family settled in 1957 near the town of Templin in the Brandenburg countryside. He had an idealism based on the Lutheran faith and believed at the time that it was possible to build a East German Protestanism that reconciled with the professed socialist ideals of the GDR. Over three decades that faith was tested and by 1990 Kasner was known for his dissent to the state repression practiced by the GDR limiting free expression and religious beliefs. He worried about the domination of economic thinking even in the churches after the reunification.   Angela Merkel was close to her mother, Herlind Kasner, who joined the Social Democrats after reunification. Her brother joined the Greens. Merkel joined the movement called the Democratic Awakening in 1989, which merged with the Christian Democrats after reunification. Horst Kasner died in 2011 about 6 years after Merkel became chancellor. Speaking at a church in Templin in 2014, Merkel said what she believes- "God created every human being. We should strive for perfection. But we can make mistakes." To some Merkel remains inscrutable, hard to make out. This may be because she retains some of the thoughtful way her father meditated on what life was about and how best to live it.  ...

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See these awesome pictures of the starry skies and the rendezvous between Jupiter and Saturn as seen from earth in December 2020 to remind us of our place in the vast Milky Way and outer space. Jupiter takes 12 years to circle the sun, Saturn 30 years they came this close in 1623. As Giles Sparrow points out in his book "21 Stars in The Milky Way," ther are 200 billion stars, and distances are vast beyond comprehension. Thousands of years for light travelling at 300,000 kilometres a second to get to earth from distant stars in The Milky Way! Think of that and there is so little we know at this time of the pandemic about so many things!

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Elsa Fornero is an economics professor who is Labor Minister in the government of Mario Monti. After several decades Italy has finally tackled the much needed changes to the 1970 Workers' Charter that forms the basis of Italy's labor laws. The Charter protected workers jobs but was designed during a different period and had long since lost its relevance in a modern economy. The laws led to Italy losing its competitiveness and entrenched small family firms in the economy. The new labor law protects the individual instead of jobs, by increasing the safety net to cover unemployed workers for shorter periods and lower benefits, and makes it possible for firms to layoff employees for economic reasons. Fornero says Italians need to recognize that work is not a right to be enshrined in laws but something that is earned through hard work. Article 18 of the Worker's Charter was originally intended to remove discriminatory practices in the workplace, but was enlarged to provide blanket protections to workers so that companies could not fire workers and avoided hiring. Under the new law discrimination is illegal, but now companies can layoff employees for economc reasons and not face long legal disputes and be forced to rehire the workers. The new law will increase productivity says Marcello Giustiniani, a labor specialist at Milan law firm Nonelli, Erede & Pappalardo. Italy's productivity gap with Germany has widened to over 30% since the introduction of the euro. The ASPI, new unemployment insurance plan, goes into effect in 2013, older programs will be phased out by 2017, giving time for the culture change in Italy for workers and business. Another major change is designed to help 2 million workers earning less than 18,000 euros. Businesses will have to give these workers proper contracts. Fornero's effort to tackle the pension system also includes linking retirement checks to how much is contributed over the lifetime- a practice common in other countries- not the final and highest salary. This simple change was not not implemented by 10 governments since a law was passed in 1995, showing why the Monti government was needed to get things done....