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Hitachi's conversion to a leaner, more profit conscious company, learning from rivals, GE, Siemens, IBM and large Korean companies. CEO, Nakanishi, graduated from Stanford with a computer science degree in 1979, during a break from Hitachi. He takes a hands on approach to management and brings this approach to tough assignments to learn what is going wrong. He moved to San Jose, to figure out why the hard disk drive business Hitachi bought from IBM for $2.05 billion was losing money. There he found quality problems were causing 60% of the hard drives coming off the production line with defects. After fixing the problems and achieving 10% profit margins Nakanishi put the company up for sale. Western Digital bought the company for $4.8 billion. His hands on approach includes meeting directly with public officials and ministers in governments around the world that buy its nuclear plants, high speed trains and large machinery. To maintain its preferred bidder status Nakanishi met with Britain's transport minister during the switch in government to the Conservative party in 2010. In his approach he is part of a new breed of Japanese executives, some with education in the U.S., such as Toyota's new CEO, Akio Toyoda, and others such as Toshiba's CEO, Norio Sasaki, who are eager to break away from the mold. Like Toshiba, Hitachi has shifted away from its consumer product lines. Hitachi consumer products are expected to make up only 10% of sales in the coming fiscal year. Emphasis is on the industrial products from nuclear plants to power plant equipment and high speed trains that powered Hitachi from its early beginnings as a maker of mining equipment in the 1920's. These executives are vigilant about a "Not Invented Here Syndrome" typical of large Japanese companies. Nakanishi says there is a lot Japanese companies can learn from rivals about cost and strategies. The experience came with hard knocks. In March 2009, Hitachi announced the biggest loss for a Japanese company upto that time of $9.9 billion. As head of the power and industrial business Nakanishi lost a contract to build a power plant in the Unted Arab Emirates to Korean companies. Compared to Hitachi, Toshiba's strategy is to emphasize industrial products such as nuclear reactors but also keep a presence in consumer products because Sasaki's view is that consumer products require smaller investments and generate cash flow. Jurio Osawa, WSJ, April 9, 2012, Toshiba's Chief Takes Stock....

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Shell's new CEO in 2014, Ben Van Beurden, is from the "downstream side" of refining and chemicals, where there is less tolerance for the cost overruns seen in heavy engineering type oil exploration projects. He is Dutch and worked for Shell for 30 years. He says profits are "too low" and Shell will focus on reduced spending and capital efficiency. Shell is withdrawing from exploration in Alaska and divesting some assets.

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Closing the plant at Genk in Belgium cost Ford an estimated $750 million and years of difficulty with workers and the community. The plant employs 4300 workers and the cost comes to about $190,000 per worker. Many auto plants in Europe are operating at about 60% of capacity in 2013, and about 7-8 million units of car and light truck capacity remains idle, by some estimates. Ford was compelled to take this action because of billions of dollars of losses for Ford Europe as sales declined because of the eurozone financial crisis and austerity measures.

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Intel chairman Andy Bryant tells analysts in Nov. 2013 that he was personally embarrassed by the missteps in not investing enough in tablets and mobile devices and that Intel was paying the price for this. Intel executives say they realize the other aspects of Moore's law that says intelligence and computing will migrate to ever smaller devices such as tablets and mobile devices, and still smaller devices, as they confront a PC centric past.

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After suffering losses in the television market Japanese electronic manufacturers, Panasonic, Sharp and Sony, have diversified into solar energy, electric car batteries, and medical devices.

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Samsung's plan to open "Experience Shop," in 1400 Best Buy stores, which sent Best Buy's share up 16% in April 2013. Samsung gains much from this plan, as it allows Samsung to have a friendly retail presence in-store that it badly lacked upto now.

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Ford Motor Company's $5.9 billion loss in fourth quarter 2008, and its decision to draw down its $10.6 billion credit line. Ford has $24 billion in cash and carries a debt of $25.8 billion. Job cuts have already reduced employees from 122,000 in 2006 to 75000 at the end of 2008, about a 39% decrease. Analysts say a lot depends on how 2009 turns out. If as expected there is a continued sharp downturn from here and things don't get much better even with the stimulus spending during the second half of 2009, then losses in the magnitude of the $5.9 billion loss for 4th quarter 2008 may happen. In that case Ford may have to look for government assistance.