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The effects on Greece of a pullback in global financial markets in October 2014. Assurances that the Greek financial system and banking will be supported by the government and the EU. The pullback complicates the Samaras government's plan to exit the bailout program with the IMF early. There is also the prospect of new elections in early 2014 leading to a left of centre Syriza party government. Syriza's Tsipras says he would renegotiate the terms of the debt agreement to reduce debt owed to Germany and other countries in the EU.

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Wagoner became President at age 45, CEO at age 48. So you would think that young blood is coming in to GM, but that does not appear to be the case. At the Board level most of the Board members like George Fisher formerly of Motorola, have been around for a long time, and there does not appear to be new blood that would bring in fresh thinking. And serious decisions about investment in developing new technologies to develop fuel efficient cars, like hybrid technologies, electric and other alternative technologies, diesel technology, have been held up for years at General Motors. The way decisions are made on such issues with Board members voicing their opinions more than wrestling seriously with the issues, shows serious shortcomings of management and the Board. At key points of decision making the CEO and key members of his team had not prepared carefully, and Board members did not come up with serious thinking on the problems facing GM. It, appears that the investment in technologies to develop fuel efficient cars much earlier, long before they were finally being addressed in 2006, was a failure of Wagoner's management and of the Board. Management discussed this but continued to be mired in old ways of thinking that continuing with the status quo- cars with existing low fuel efficiency- would not expose GM to illwinds as preferences changed. Its clear from the description here of discussions within GM that the old thinking is quite entrenched at GM, and Wagoner just was not the kind of person who could vigorously articulate a new vision for GM. A couple of things are noteworthy in this account of management indecision at GM. When fuel prices began hurting sales of SUV's and large vehicles in 2005, efforts to get a decision on investments in new technologies for fuel efficiency for the whole product lineup failed at the Board level in an April 2005 meeting. One Board member saying at that meeting, that" do we want to lose another billion dollars in developing new technology for fuel efficient cars." And no one calling him to account that the remark still did not address the point that GM had to respond to the changing market and world oil dynamics, and not just hope for the best, as GM had aggressive competitors, and faced continually diminishing role in the market place for the entire decade of the 1990's. While April 2005 was already at the tail end of the previous era of gas guzzling cars and a decision then would still not have shown a forward looking vision of things, it was not until 10 months later that a decision was reached. And this almost from necessity, as oil prices jumped in 2006 after hurricane Katrina, and by this time President Bush was also calling for higher mandated fuel efficiency standards. The other noteworthy point here is that by making the changes so late in the game, GM had to compress the development cycle for new and some cases unknown technologies into short time frames. If the ingenuity of its engineers comes to its rescue it still faces another hurdle that of cost, because the technologies have to be perfected and improved, so that the costs are low enough for customers, and importantly comparable with what it is costing competitors to make the same fuel efficient technology engine or other part. Which is why one Honda executive remarked, "GM like everyone else is serious about this, because they have to be, but how many of their hybrids and how many Volts will they sell? Their technology is very expensive." Even if GM develops the Volt electric car by 2010, GM will need a whole range of fuel efficient technolgies to power its large product lineup. Its just to hard to avoid the conclusion that this is going to prove costly. All the dragging of feet and indecision, and failure to prepare GM for a different world in case something drastically different from what was expected happened, will prove very costly especially considering how aggressive and well financed some of the Japanese and German competitors are. It also hard to avoid the conclusion that there is too much bureaucracy at the large auto companies, and getting new blood and new ideas and fresh thinking is tough in a place where everybody agrees with everybody else, and there is uniformity of thinking. This makes it difficult for any original or wayward types to thrive. These bureaucracies look up to the top for direction. Initiative is discouraged on one hand, and at the same time even if a new direction is taken at the top. a lot of resistance can be expected to implementing it throughout the company without persistent persuasion and reminder of new facts and realities. This is true for both Wagoner and Mullaly as they face the skepticism of subordinates to new direction. Mullaly for instance has to remind his managers that large vehicles are only a small percentage of the entire global market, and if Toyota is making money in small cars so can Ford. See the link to this. Is Toyota immune from bureaucracy type behaviour throughout the company? Not really, Toyota's chairman emeritus came out of retirement in fact and went out of the way to caution its CEO and management about their complacency a year or so before. Shoichiro Toyoda personally intervened to caution against too much expansion in the US and climbing wage costs, and other risks they perceived such as the company managers in the USA appearing to be resting on their laurels. See the link to this. A lot of discussion is probably going on within these companies about the present state of affairs, and considerable anxiety for what the future will bring. It may be useful to ask the question is there something that makes it difficult for once successful organizations -now with entrenched bureaucracy and set ways -to put forward leaders with vision and foresight, till it becomes very late? The vision and foresight about where their markets and the world is heading, and the ability to move their organizations in that direction. Or to break out of old patterns of behaviour and thinking....

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ECB president, Mario Draghi, is interviewed at his office in Frankfurt by the Wall Street Journal's Blackstone, Karnitschnig, and Thomson. Draghi quotes economist Rudi Dornbusch, who told him in the old days that the Europeans were rich enough to afford paying for it if everybody didn't work. Draghi, was head of the Bank of Italy, before becoming president of the ECB. He is acutely aware of the problems faced by Italy and other countries like Spain which have let labor markets become rigid, with extensive job protections and generous benefits for the unemployed. The result is that employers are reluctant to hire and young people face high unemployment rates- as high as 50% in Spain. For this reason Draghi sees the old social model in Europe as obsolete and already out. Draghi's sees austerity measures and spending cuts with the structural changes underway in Spain, Italy and other countries as the only way to generate economic renewal. On the Long Term Financing Operation launched by the ECB in Dec. 2011, Draghi says there was agreement within the ECB and the decision was unanimous. He makes it one of his objectives to achieve as much consensus as he can, to do what is right for Europe and to do it together with his colleagues in the ECB and the EU. That financing operation, and the binding deficit controls achieved at a recent summit of European leaders, he sees as all part of the pathway to fiscal union. ...

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Daniel Yergin of consultancy firm IHS describes the geopolitical disputes in the Middle East between Russia, Saudi Arabia, and Iran that are leading to likely continued oversupply of oil in 2016, keeping prices in the $30-$40 range. Saudi Arabia is not likely to change its policy of going after market share, Venezuela is affected but lacks a voice in OPEC decisions, Russia continues its policies in Syria and Iraq under the Putin government affecting other Sunni states, and Iran following the lifting of sanctions is likely to ramp up supply to make up for its lost market share- all leading to an extended period of low prices. This situation benefits China, the European Union countries, India, Turkey and the U.S. in a period of slow economic growth in 2015-2016. Russia looks to use this period of low oil prices to shift to domestic industry after a period of rising imports when oil prices were high. The Saudis seeing their interests in the region threatened by Iran and Russia, and dissatisfied with the foreign policy of president Obama, see a policy of pushing for market share as appropriate in the current geopolitics of the region....

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Reducing inequality and giving labor a larger share of national income to increase consumer demand, allowing more immigration, and targeting a higher inflation rate are unconventional measures necessary to increase growth as monetary policy reaches the limit of its effectiveness at near zero interest rates, says Galston. Growth in U.S. since 2000 is about 1.8% annually on average compared to 3.6% in the postwar years to 2000. Growth since 2000 rarely reaches 3% a year. Robert Gordon has pointed out the factors of a slowdown in mass education, rapidly aging population, rising inequality and increasing public debt as reasons for slower growth in the future. Glaeser and Summers also support this view. There is also the possibility that the secular stagnation idea suggested by Hansen in 1938 after years of low growth, comes at a point when growth is about to pick up pace as happened during and after the war.

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What is the educational system Toyota is relying on as it faces a huge problem stemming from its high growth rate of new employees overseas who have little knowledge of the Toyota Way and the Toyota Production System. Another part of the same problemis that as it ages many of the last generation of Toyota executives who were there from the inception of Toyota's early days in the USA and the early days of the extraordinary growth in the 80's and 90's will now be retiring or in their seventies and eighties. All this is happening as the American Big Three and the German manufacturers are getting new blood and going through a process of renewal, and the Americans especially are seeing themselves as the underdogs coming from behind. So Toyota's concerns can be seen in a new light, any complacency on its part is going to be costly in the long run. Toyota is using the Toyoa Institute in rural Mikkabi, Japan for training its senior executives like Randy Pflughaupt, chief of US marketing for the Toyota brand. Watanabe, presidetn, Fujio Cho chairman, and Akio Toyoda of the Toyota family personally teach there and share their personal experiences. Toyota asks executives there to come up with a problem Toyota faces and come up with a proposed solution all on one 11 by 17 sheet of paper. Hands on on the ground on site fact finding and exploration are stressed. A management school Globis in Japan instructs Toyota's middle management inthe Toyota philosophy including quality control philosophy methods such as asking the 5 Why's, why a problem is ocurring until one reaches 5 or 6 levels of answers. Global centers in USA Europe and Asia have been opened by Toyota to train roving experts who can help increase the numbers of roving experts from todays 2000 mostly at this time from Japan. These roving experts teach older employees as well as coach younger ones. Then there are the Toyota Technical Training Institutes. The one in Bangalore for example offers an intensive program for new hires to teach Toyota's basic principles. The one in Bangalore has 21 teachers. And appicants selection is tight in India just 64 out of 5000. Before working on the assembly line the applicants will spend 2 years in classes in technical training, including discipline and personal grooming. Its interesting that the applicant mentioned here was from a village where his family and friends were especially proud of his Toyota uniform and training. The idea may be to avoid the problems of trade unionism, worker feeling of entitlement and worker rights which has led to the problems in the US and in India of workers not willing to learn new things being open to new ideas. One way would be to avoid entirely areas where there has been trade union influence, history and activity such as rural Kentucky or rural Karnataka. The student Harish Hanumantayappa is 17 years old and sees this as an opportunity that was not even in his imagination, which makes for a highly enthusiastic trainee, just the kind Toyota may be looking for away from India's trade union and worker indiscipline environments in some states and regions. Reflecting on this one can note that its natural for Toyota to respond in this fashion and it may extend the period in which the Toyota Production System and the Toyota Way functions effectively. But companies like HP also had what they called the HP Way but eventually this suffered a decline as new managers and leadership came into the picture. Only now is HP recovering and getting back its step under a manager who spent his training years at NCR not a training ground for managers, but may have been chosen for his good management instincts and performance and personal characteristics. Also many of the tenets such as asking 5 Why's and the Toyota Production System except for the Just In Time Innovation are basic quality control philsophy that is practiced all over Japanese industry and is practiced worldwide and originated in quality control philosophy in the United States in the 1920's and 1930's before declining and then coming back in the 1980's with Deming and Juran two American quality control advocates. So there is a pattern of decline as new managers forget old ideas and its not clear if Toyota can overcome this tendency completely, except to sustain the memory of what Toyota is and how they got here for as long as possible for a new generation of managers. And the risks to Toyota may also come from another direction to which Toyota may not pay as much attention which is the innovation that Americans are known for, and the innovative thinking mode is a bit different from the rigorous training of the total quality mode. ction ...

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Congressional Budget Office figures show the share of government benefits going to the bottom fifth of American households in income declined from 54% in 1979 to 36% in 2007.

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Automobile parts imports into the U.S. have increased from $89 billion in 2008 to $138 billion in 2014, up from only $31.7 billion in 1990. In a huge shift in wages with increasing global competition wages at an American Axle plant in Michigan at $10 an hour are about what Target stores and Wal-mart pay for retail workers. An new generation of workers in manufacturing are seeing a shift from being in the middle class during their parents generation to lower class, with this downward pressure on wages as parts are manufactured in places such as Mexico and China.

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China's GDP growth rate slowed to 7% in the 1st quarter of 2015, compared to 7.3% in the 4th quarter of 2014. China's Office of National Statistics reported industrial production growth at 5.65% year over year in March 2015, and fixed asset investment in the 1st quarter at 13.5%. The statistics agency reported unemployment at stable level of 5.1% for the 1st quarter 2015. Experts say the low unemployment is the one positive sign in the economy, easing pressures on economic policymakers to take action considering the high debt levels in the economy. As a result China can pursue selective monetary easing efforts and smaller, selective, better targeted stimulus.

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Scott Anderson of the NYT provides an indepth look at the Arab World and its fragmentation through the eyes of five people from each part of the Arab world- Egyptian, Kurd, Syrian, Iraqi and Jordanian. He says the countries that fell apart are precisely the ones that were formed by the British and the French, and Italy, following the defeat of the Ottoman Empire  using divide and rule policies- Britain in Iraq, France in Syria, and Italy in Libya- without much thought given to setting up viable nation states. This is why Iraq has a Sunni-Shia divide, Syria has similar divisions, and Libya with a largely tribal based structure, never really held together after the colonial powers left, and were held together only by strong dictators. Today's problems trace back to these historical events. This is complicated by the largely young demographic and restlessness of the people for change coupled with problems of underdevelopment in education, tribal loyalties, religious loyalties, and lack of political and social structures that could keep the countries together as change and transition to democratic processes took place. The role of the military further complicated matters in Egypt. Even Iran experienced these divisions because of the intervention of the great powers including Russia in Iran since 1900, leading to swings between liberal governments, foreign power supported governments, and a swing back to religious leadership as at present. This is one view of the region, others are presented by Ramadan (Oxford),  Bernard Lewis (Princeton), and leaders in Qatar and Emirates, other experts, some of whom point to the failure in leadership and the elites to find solutions to the problems of underdevelopment, in education, health, infrastructure, and aspirations for a voice in their governance. As the same divisions left by colonial powers affected Asia- in India, China, and Korea, but a larger vision of progress prevailed through crises and difficulties.        ...

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The size of Matteo Renzi's win in the nationwide primary, with about 70% supporting him of 2.9 million voters, suggests the mood is changing in Italy for making changes to the old system. Renzi talks about changing education, the government health system, taking a new look at union positions, and coming into a consensus with conservative voters. Renzi and prime minister Letta are moderates from a younger generation in Italy from the same party and need to work together. Angelino Alfano of the centre right is also from the younger generation, marking a shift in Italy.

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The IMF's latest economic report says there is a very real risk that Greece's debt crisis could spread. "Contagion to the euro area, and then onwards to emerging Europe, remains a tangible downside risk," the report says. Sentiment in the financial markets is for Greece restructuring its debt, possibly as soon as late 2011. Increasingly the concern focusses on Greece never being able to pay back the $464 billion in debt, as a result pushing losses onto bondholders and banks in Europe. The IMF's director for Western hemisphere, Nicolas Eyzaguirre, said Latin America is in danger of going into a full blown economic crisis if the situation is not managed correctly with overheating in their economies. Speaking at a conference of central bankers in Rio de Janeiro, he said the Latin American region could see major weakness in currencies with an external shock such as drop in commodities prices or increase in U.S. interest rates. He said Brazil "should rein in the economy through an array of measures to avoid excessive exuberance, or it could end in tears."...

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Alan Blinder, a professor of economics and public affairs at Princeton University, looks at explanations for low productivity growth since 2010, and points to the most likely reason- the lack of technological progress with the kind of impact that the personal computer and other innovations had in the period 1995-2005. Facebook, Google, Amazon and Apple tech innovation has more impact on consumers than on the industrial economy and production. Lower investment since 2010 with the financial crisis could have added to this, but to a smaller degree, says Blinder. Blinder even points to some hours of work being taken up by workers using Facebook, Twitter and other similiar services. The notion strange to Silicon Valley is supported that tech progress, dynamism and entrepreneurship may have actually declined to some extent. Intel's Andy Grove, no stranger to early innovations supported this notion around 2008, saying he saw less innovation of the type he was familiar with, more refinements than breakthroughs by startups in Silicon Valley. Grove was critical of the decline in manufacturing in the U.S., which is likely to have hurt productivity growth....

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O'Malley, Sanders, and Clinton emphasize the issue of wages, income disparities, rising inequality, and a shrinking middle class in the first Democratic debate of the U.S. 2016 presidential election. Clinton points out that "at the center of my campaign is how we're going to raise wages." Sanders says that "the middle class of this country for the last 40 years has been disappearing." Clinton points out her opposition to the Trans Pacific Partnership trade agreement because it does not help raise American wages. Clinton calls herself a progressive, but "a progressive who gets things done," and a moderate when it comes to getting things done. Sanders points to the "deep injustice, an economic injustice that threatens to tear our country apart, and it will not solve itself." Sanders points to the wealth concentration in the U.S. "with the top one tenth of 1 percent owning about as much as the bottom 90 percent, and 57% of all new income going to the top 1 percent." Clinton comes to Sanders defense on the issue saying "it's our job to rein in the excesses of capitalism so that it doesn't run amok and doesn't cause the kind of inequities we're seeing in our economic system."...

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J.P. Morgan Chase announces $2 billion in trading losses in May 2012. The Chief Investment Office unit made a bet with a trading strategy that CEO Jamie Dimon said had grown very complex. These losses could grow or shrink during the rest of the year.

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Bank of Spain Governor Luis Maria Linde told a parliamentary committee "the loss of confidence in our banking system cannot be blamed exclusively on the global economc downturn, on problems in the eurozone, or on our own recession." He was critical of the previous Bank of Spain Governor Fernandez Ordonez, an appointee of the previous Socialist government, for "acting with little determination, or insufficiently or inadequately." He said the central bank's permitting of virtual mergers of troubled savings banks in place of real mergers with restructuring decisions, were part of the problem. Linde is a member of the ECB's governing council. Spain's central bank had for years championed macroprudential supervision, where banks set aside funds in good times for contingencies in bad times. Linde described those efforts as having failed because the Bank of Spain was "too timid" with the provisions set and failed to curb the credit and property bubble.

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Following the fifth North Korean nuclear test DW.com talks with Rudiger Frank about the test and what this means. Frank says the negotiations with North Korea and efforts to limit the program so far have been a colossal failure. Tests have continued and without a change in strategy more tests will be followed by the usual condemnations by world leaders and further sanctions. Frank says this change in strategy would include recognizing North Korea as a nuclear state, and getting North Korea to ensure the weapons are safe and secure in the country, getting a clear idea of what and where the weapons are. The International Atomic Agency would be asked to go in and make inspections. The next step would be to freeze the program at some level agreed to. This is a tough step to take but it only recognizes the reality of the situation, and continued development by North Korea of nuclear weapons if no steps for change are taken. 

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The relationship from college years at Amherst College in the U.S. of Greek political leaders Antonis Samaras and George Papandreou. The efforts to setup a national unity government that failed. The increasing support for the opposition New Democracy Party led by Samaras- with 16% unemployment- and the prospect of new elections. Samaras supports spending cuts. He also favors tax cuts, and a flat tax rate of 15% on business. Greece has a long history of tax evasion and distrust of central authority going back to centuries of Turkish rule. Samaras believes that the lower tax rate of 15% would help change the Greek cultural trait of evading taxes becaue it would be on the honor of people to pay such a basic tax. EU leaders are skeptical that lower taxes are the right policy to reduce the deficit. This adds to the political uncertainty as the new government would have to implement the measures agreed to between the current Greek government and the EU leaders. A similiar situation existed in Portugal but the recent elections there, participation of the opposition party in talks, and the newly elected government conducting its own negotiations, has removed that element of uncertainty which exists in Greece. ...

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Administrative costs are one of the key reasons tution costs have increased to excessive proportions in the U.S., putting a heavy burden on the middle class, reducing social mobility that is an important aspect of postwar progress in Europe and the U.S. by putting college out of reach for millions of young people. This also creates a heavy debt burden for young people- U.S. student loan debt passed $1 trillion in 2012- who are less likely to buy a first home because of years needed to repay student loans. The market pressures to control costs do not exist in the same way as industries such as automobiles, because of the demand for college education in a modern globalized economy. Douglas Belkin and Scott Thurm have provided an indepth look at the University of Minnesota to show the spending surge and internal tendencies for faculty and bureaucracy to increase spending on hiring, building expansion to compete with other schools, and salaries to support their own within the college and university system, with a passive student community, and passive parent community, and lack of other outside pressures. Tution and fees for state residents doubled in the last decade at the University of Minnesota to $13,524. The figures tell the story- total debt with borrowing for building construction at U.S. 4 year public colleges tripled to $88 billion between 2002 and 2011, according to the Department of Education. Debt servicing costs doubled at the University of Minnesota to $106 million in that period. Minnesota's government provided $570 million for university operations in 2011, same as 2003-2004 school year even with inflation and 10% higher student enrollment. Yet analysis by the Department of Education and the Wall Street Journal shows in that period the spending increased disproportionately compared to inflation, student enrollment and teaching activity, with little restraint. WSJ analysis showed the University of Minnesota system added 1000 administrators between 2001-2011, with administration hires increasing 37%, double the increase in the students and double that of teachers. During that period the number of employees to manage people, programs and regulations went up 50% faster than the number of instructors, according to the Department of Education. Bureau of Labor Statistics cites this as the reason tution costs went up faster than health care costs. The 19,000 employee payroll at the University of Minnesota means one employee for three and half students. The new university president in 2011, Eric Kaler, interviewed by WSJ's Belkin and Thurm, says no one knew what it cost to run the school when he started....

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Bill Keller of the New York Times, reflects on his experience in Moscow during the fall of communism, and the Russian youth then and their children in the protest marches in Moscow today. He sees a new generation with different expectations, not limited by the past in what they think is possible, should be and is normal.