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Roland Nelles gives 6 reasons why chancellor Merkel is likely to run for chancellor in 2017 and do well. Nelles says the alternative is a Greens, Left party, SPD coalition as in Berlin. But the rest of Germany is too conservative and the very idea of that coalition could bring conservatives together behind Merkel, including the CSU. It would give CDU voters second thoughts about switching to the anti-immigrant AfD party. Also important he says is that the immediacy of the refugee issue could fade as the German government better handles the refugee situation, including security, housing and integration. And as the agreement with Turkey is holding for controlling flow of refugees and turning them back. Also compared to SPD Merkel is still 8-10 points ahead in polls today says Nelles, so that there are still many Merkel supporters. In addition to what Nelles says, Strack in DW.com points out how Merkel's openness even showing emotions sometimes, about how the refugee crisis caught her and the German government unprepared, could help her in coming months. ...

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David Gelles interviews heads of companies in his column for the New York Times called Corner Office. Here he talks about CEO's frquently bringing up the topic of meditation in his interviews. Gelles practices meditation and mindfulness since his college years when he spent junior year in India at Buddhist monasteries and retreats as part of the Antioch Buddhist Studies Program. He is also the author of columns in the NYT on meditation and mindfulness.  The head of Salesforce, Marc Benioff, tells Gelles that meditation practice helps him step back and listen deeply with a beginners mind aware of the present moment. Benioff has set up meditation rooms in Salesforce Tower in San Francisco, and invites Buddhist monks to his house.  After a skiing accident in 2004 Marc Bertolini, head of insurance company Aetna recovered using meditation practice. He setup mindfulness classes at Aetna and says this has changed the corporate culture for the better with efforts for improvement and people coming up to him with new ideas.  Designer Eileen Fisher practices meditation and this has helped her in business as she set goals to improve factory conditions for clothing workers in China. The head of Hyatt Hotels says mindfulness is helpful in bringing empathy in relations through the practice of being in the present. He made mindfulness the key part of the company's Wellness programs. Google, Ford and McKinsey now offer meditation programs in the office. Similar trends are taking place in Europe. When asked about a company's responsibility to society, Benioff of Salesforce says his company is part of the whole that includes society, that we are all connected and part of the one.     ...

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David Gelles of the NYT column Corner Office, talks to the head of Accenture, Julie Sweet, about creating an inclusive workplace and levelling the playing field for women. In this interview Julie Sweet talks openly about her upbringing in the small Orange County, California town of Tustin. Her mother graduated from college when Julie was in her freshman year. After several jobs to help her family she went to law school and joined a New York law firm. She tells Gelles about her experience at this law firm Cravath where there were very few women partners and about breaking down sobbing at a unconscious-bias training session at the firm when asked about her own experience as a woman. After being elected partner she set up the first woman's program leading up to bringing more women upto the point where today women are 25% of the partners. Accidently she takes a call from a recruiter 17 years later about a position as general counsel at Accenture. She accepts the offer and five years later she is made the CEO North America of this consulting company with 469,000 employees. Asked about what tactics are effective in creating a level playing field for women Julie Sweet says it comes from making it a business priority. Making diversity and women a priority with measurable goals. Set goals, have accountable leaders and measure progress, says Sweet. Accenture did a study and found stats that were shocking. 40% of companies have no plan for advancing leadership, and less than 40% look at attrition between men and women. A big disappointment but also a large opportunity here to get results by putting in place some basic things. In 2015 She set Accenture goals for 40% women, and sees 2020 goal at gender parity 50-50%. For a firm with hundreds of thousands of consultants worldwide what are the qualities she sees as important in hiring? Sweet says lots of different interests and curiosity for learning. Next comes being able to do straight talk with clients, to deliver tough messages as companies are constantly telling her they want to hear what they need to hear not what they want to hear. ...

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This article by Lithuanian president Dalia Grysbauskaite, on the 75th anniversary of the Welles declaration points to a path for other Eastern European countries seeking membership in the new Europe. The declaration by Sumner Welles, acting Secretary of State, on July 23, 1940, stated that the U.S. did not recognize the Soviet occupation of Lithuania, Latvia, Estonia. It says the other Eastern European states such as Ukraine need to follow Lithuania's example to fight corruption, transform their economies, and create a foundation for the future, for integration into the European Union.

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As David Calhoun steps down from Boeing following the stepping down of the previous CEO Muilenberg, both for quality issues at Boeing this report in Yahoo Finance by Allan Sloan shows the effects of the accounting training and lack of awareness and conviction to put Quality uppermost. Calhoun joined GE at the time when Jack Welch was running the company. The book by David Gelles looked at Welch's period at GE with concern because of the use of accounting methods and finance businesses to make results look better- "How Jack Welch Gutted the Heartland, and Crushed the Soul of Corporate America." Over the decades in which one sees American manufacturing neglected one also sees the rise of executives in finance who ran companies in America that showed little interest in the hard work of manufacturing and surrendered leadership to first Japan and then China. Boeing CEO Calhoun is shown as another of the CEO's from GE who trained  under Welch who joined Boeing and other companies.The adjoining video in WSJ points this out after the Alaska Airlines incident and other incidents of flawed plane design and manufacturing- the basic problem being a lack of Quality and Worker and Quality practices Friendly Culture at Boeing. WSJ says three layers of quality checks are essentially worthless without a emphasis on worker training, on quality culture, cost cutting to get planes out the door, and lack of investment in Quality Control and Inspection. ...

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This piece in the NYT goes over the record of John Malone in building the cable industry. Malone built TCI and sold it to AT&T for $48 billion in 1999. He later built a collection of media companies satellite radio provider Sirius XM, QVC shopping channel, and large telecom companies in Europe under Liberty Global. Malone values privacy and has always worked in a low key manner. In 2011 he invested in a minority stake in Charter Communications and took a seat on the board. Malone has a keen sense of the direction of a business and opportunities ahead, confidence in his vision, and the quiet determination to pursue the opportunity creatively, say analysts. In May 2015 when the Charter Communications acquisition of Time Warner Cable was announced Malone kept a low key profile. One of Malone's companies Liberty Broadband owns the stake in Charter, and the move is based on Malone's vision of the expansion in the internet broadband business. A Charter- Time Warner deal would lead to a new company New Charter, which would rival Comcast in the cable and broadband industry. Here Gelles describes Malone's passion for acquiring pristine land in Colorado, New Mexico, Maine and other places- about 2.2 million according to Land Report magazine. This also shows his independent style, valuing the openness of the Rockies and the pioneer style. It shows his great reluctance to engage in talk with politicians in the capital, preferring to let his sharp insight and business skills do the work....

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A series of voicemails and emails in court documents now disclosed, show that AstraZeneca tried to suppress findings about diabetes after effects in taking its psychiatric drug Seroquel. In an August 15, 2005, voicemail sent to company salespeople an employee Christine Ney, followed up on a"weight and diabetes sell sheet" they had recently sent. It said that the salespeople should assuage doctors' fears about their patients' weight gains, telling them that the data did not show any causal link between diabetes and the drug. "Our objective is to neutralize customer objections to Seroquel's weight and diabetes profile", Ms Ney said in the voice mail message. She instructed representatives to "refocus the call" away from diabetes to the drug's tolerability. While all this was going on and years before this, Astra Zeneca concealed a drug safety expert's own assessment of Seroquel's relation to diabetes. In a 2000 position paper about the safety of Seroquel sent to Dutch regulatory authorites, an AstraZeneca doctor named Wayne Geller wote that there was a relationship between the drug and diabetes. He wrote " there is reasonable evidence to suggest that Seroquel therapy can cause impaired glucose regulation including diabetes melliutus in certain individuals."...

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Fiat's Marchionne leads Chrysler. He will keep Jim Press as deputy CEO. Press is a veteran from Toyota. The four brand CEO's are Peter Fong for Chrysler, Michael Manley for Jeep, Michael Accavitti for Dodge, and Pietro Gorlier for Mopar. Except for Gorlier, all are Chrysler employees. Ralph Gilles continues as Design executive, and Scott Kunselman, a Chrysler veteran will lead product development. Frank Ewasyshyn will continue to lead manufacturing. Doug Betts will remain in charge of quality, and Scott Gaberding, as head of procurement. Only Marchionne and Richard Palmer, the new Chief Financial Officer are the new faces at the upper ranks. Marchionne's mesage to Chrysler employees is that Fiat was perceived by many as failing in 2004, " a lethargic automaker that produced low-quality cars." But he says "most of the people capable of remaking Fiat had been there all the time. Through hard work and tough choices, we have remade Fiat into a profitable company." One thing that Marchionne has already in mind is a flattened organization with which he says "we are able to increase speed of decision-making and improve communication." Marchionne is actually a manager who worked and spent many years in Canada. He got his MBA at the University of Windsor, in Windsor, Ontario, in 1980 and his LLB law degree from York University in Toronto. His parents immigrated to Canada when he was 13, and he grew up in Toronto. He worked at Deloitte Touche and Canadian companies before moving to Europe. So he is very familiar with working in North America. Compared to the young group he had working for him in changing Fiat, he has many older managers at Chrysler. ...