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Issues Boeing has with its Dreamliner 787 aircraft have left the company with $25 billion in aircraft inventory.

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David Cote, CEO of Honeywell International, says U.S. corporations have $1 trillion sitting on the sidelines ready to be invested if business can be provided with more certainty about U.S. finances through successful deficit reducion negotiations. He is the most active CEO behind the Fix the Debt organization and is respected by both sides. In the fiscal cliff negotiations he has taken messages in both directions from Democrats and Republicans. Cote is a former executive of General Electric, who has led a turnaround at Honeywell. Large business stayed out of the deficit negotiations in 2011 which brough on the fiscal cliff arrangement of deep cuts in defense and automatic tax increases if no agreement is reached by Jan. 1, 2013. Cote and CEO's behind Fix the Debt have decided to engage with both political parties in the negotiations in 2011-2013.

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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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Chrysler's net income increased in 2012 to $1.67 billion, up from the $183 million in 2011. Revenue was $65.8 billion in 2012, increasing 19.6% over $55 billion in 2011. To see what impact taking ownership stake in Chrysler over four years has accomplished for Fiat one has to consider the losses Fiat would suffer without Chrysler. In France the lack of a foreign presence required Peugeot Citroen to look for government aid. Even the initial investment in Chrysler by Fiat made use of the $2 billion in a breakup fee for an agreement Fiat signed with GM before 2007. Showing the huge dividends Fiat has gained from the new management team installed at Fiat in the last decade. This makeover of Fiat was done using younger managers under an executive from outside the auto industry. That alone would have not saved Fiat, leveraging the skills at Chrysler was a crucial opportunity. Fiat now has a 58.5% stake in Chrysler. Taken alone Fiat would lose $1.04 billion euros or $1.4 billion in 2012, and would need government aid, even after the turnaround under Marchionne, showing how crucial taking the initiative to make the early investment in Chrysler was to saving Fiat. Sensing this opportunity when first Daimler and then Cerberus private equity failed with Chrysler, taking advantage of the government aid to Chrysler after the 2008 financial crisis, and creating a partnership with the government on issues such as fuel efficiency, may be the biggest achievements of Marchionne and his team of managers. Sensing the opportunity to get geographical diversification by taking on Chrysler separated Fiat from Peugeot Citroen, which lacked this diversification and had to turn to the French government for aid. Taking on the Chrysler venture, sensing the timing and balancing the risk with management knowhow, securing the right kind of deal with the U.S. government to reduce risks in 2008, turning Fiat technology in small cars into a saleable asset, and managing the relationship with the Obama administration, separates Marchionne and his team from a management team that would have seen its role in a purely Italian turnaround which would have not lasted. ...

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Sony CEO, Howard Stringer, faced some bad luck in the last two years- surge in the Japanese yen, the tsunami and earthquake in Japan, floods in Thailand closing factories, hackers penetrating its online gaming network, and the European debt crisis. The result is fourth year of losses since he became CEO in 2005. His experience was as a journalist and television producer, and he helped turn around Sony's music and movie businesses. Nobuyuki Idei did something unusual when he chose Stringer to do the same for the electronics business at Sony- bringing a Welshman from Britain to run a major Japanese company and someone with no experience in the manufacturing side which is Sony's strength. Stringer made cuts that helped reduce costs, cutting about 26,000 jobs. He also picked younger managers for the executive team and was sensitive to cultural differences. Efforts to turnaround the television business did not work- with the television business running seven straight years of losses because of intense price competition. He also made efforts to change the culture at Sony so that different divisions and groups talked to each other. Kazuo Hirai, who ran the Playstation business, now assumes the CEO role with the benefit of the groundwork laid by Stringer. He faces a number of challenges including how to move away from the television business and how to come up with new products that excite buyers....

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At 79 years, Wilbur Ross will be one of the oldest people serving in any administration, as he serves as Commerce Secretary in the Trump administration. Wilbur Ross is best known for the turnaround efforts in the steel industry. In 2002 he acquired LTV Corp, a third largest steel producer in the U.S. facing tough times and legacy costs, for $125 million in cash and $200 million in environmental liabilities. In 2005 he sold his International Steel Group to Arcelor Mittal for $4.5 billion, and is still an independent director on the Arcelor board. Ross's earlier experience was as a bankruptcy specialist at Rothschild Inc. in the 1970's working on restructurings at Texaco, TWA and Continental Airlines. Analyst Charles Bradford is cited in this report by WSJ's John Miller, who competed with Ross in restructuring proposals for failing assets, and describes Ross as working harder and being tougher to make the deals. Some of these restructurings involved cutting pensions and large layoffs. The entire U.S. steel industry faced problems from foreign competition and legacy costs at the time. This included representing bondholders for Taj Mahal Casino in Atlantic City. At the time Ross told creditors considering seizing the asset for a possible missed payment that it would be better to keep Trump in charge for Trump properties as they would be worth more with Trump inside. This led to Ross later providing critical backing for the Trump campaign and raising money from the business community. Mitt Romney had similiar work at Bain Capital in turnaround of failing companies, later turning to politics as Governor of Massachusetts, and 2012 Republican nominee for president. Both Romney and Ross have come under criticism for their role in cost cuts at companies involving layoffs and cutting worker benefits. ...

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Corner Office, is a new Sunday Business feature in the NYT. This interview with Greg Brenneman of the turnaround at Continental Airlines, was done by Adam Bryant. Corner Office will cover leadership and Management. This is a wide ranging interview with Brenneman sharing not only his philosophy on work and business, but also his philosophy of life. He describes his approach to a company based on asking what are the two or three most important things you do, levers that you pull, that will make a difference in this company. It should all fit in one page. If its not simple and easy to tell a colleague, then its not right or its too complicated with buzzwords. Another approach is ask what are the 2 or 3 things you don't do which are bleeding the the business. Can you put these things down on a mental page, just one page, just 2 or 3 things that stick out, you absolutely don't want to do. That helps you put down the plan of attack. Brenneman sees too many executives focussed on economic gains and not having a rounded life, a balance that helps them lead happy, productive lives. In his view the balanced person is better at work because he finds fulfillment from all aspects of life. What leaders consider important is a shadow that they cast on the whole organization, in Brenneman's view, making it very important that the leaders actions convey the right message that they care about people....

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Small signs of an upturn in the job market in Spain in early 2014.

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Mitt Romney describes his experiences with different companies he worked with at Bain Capital and how he would use that experience in his job as President. One approach he emphasizes is proactive problem solving and tackling problems early.

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The experience of shift worker Randy Johnson, at Ampad. American Pad & Paper (Ampad) was acquired by Bain Capital in 1992.

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Conversation with Ford's marketing chief Jim Farley who had 17 years with Toyota and marketed the Scion brand. He is a guy who likes to get a fresh look at things like talking to a security guard before coming up with a marketing plan for the Scion, and talking to a maintenance technician about the 150, all off the beaten track. This is reflective of the approach of Jim Farley. Even talking to psychologists about how to convince people to come and try out Ford cars. He is excited about Ford's Eco-boost engine which is a direct injection technology engine which Ford can democratize as he puts it to put it, on some 500,000 cars and trucks by 2013, something not done before. This is a technology that scales up pretty well. Drivers in Western Europe are familiar with direct injection diesels as a way to cut high gas costs and cut emissions, but Americans are not that familiar with it. It boosts fuel economy by 20% and reduces emissions by 15%, and giving a V6 the power and torque of a V8 engine. Basically it injects fuel directly into the engine in small specific amounts so that very little is wasted and the turbocharger uses waste energy from exhaust gas to drive the turbine. He is also in charge of promoting and marketing the Eco-Boost engine, which will show up first in the 2009 MKS Lincoln sedan. ...

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Hard hitting article by an expert in the field of manufacturing and the automobile industry. Problems facing GM and Ford in his view- Note the following: 1) The engineering system with chief engineer in charge of product, concurrent and simultaneous engineering. Better development system for new products at Toyota. 2) How to work with suppliers by leaving room for suppliers to make a profit while attacking every kind of waste jointly. 3) Hardest hitting point on the culture. GM and Ford have cultures that turn competent people into Dilberts. And noting that if ordinary people -Dilberts even- are put in a great business process they become great team players. 4) Customer Service at Lexus. Customers cheerfully pay more because they love the treatment. 5) Labor relations- Union and management know what does not make sense yet no accomodation has been reached, because their conversation has broken down. Womack's comments leave a lot to think about and reflects a feeling that seems to run outside of the midwest- that if GM and Ford can't get a grip on their problems and fix them other companies like Toyota can replace them. A sense that Toyota as a global company is as much of an American company as GM or Ford. ...

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Experts say CEO's have constituencies in the form of employees, shareholders and customers. This has affected CEO's as they responded to president Trump's comments on the Charlottesville attack.  Even the cautious optimism that CEO's maintained during the early months of the Trump administration- as they sought not to miss out on representation on advisory councils- has now faded. Most CEO's have decided that it is not worth having this voice in advisory councils when they have to be seen as supporting positions on racism and culture they cannot support. One by one the actions by Trump on the travel ban, climate change agreement withdrawal, Charlottesville attack,  has led to a shrinking of support. From non-involvement in Trump's campaign but cautious optimism, to a sense that it is not possible to work with the president without violating deeply held beliefs. Gini Rometty of IBM told employees that dialogue was critical to progress, but that " this group can no longer serve the purpose for which it was formed."  A sense that not much would be accomplished, and the reputational cost for business was too high to make it worth the effort. In the span of 3 days three advisory councils to the president were disbanded. ...

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Ed Wallace is very much on target when he says the esteem and loyalty has faded with the new generation replacing the older generations in the U.S. automobile market. The two generations have completely different perceptions of GM and Ford. He gives the background and paints the picture of their world, the perceptions and feeling of the older generations loyal to Detroit cars. His conclusion that this is gone forever may not be entirely true, as nostalgia cars or cars which go back to an earlier era may still have customer appeal. The perceptions also vary across regions, and is true for the west and south and other parts of America which have a higher proportion of foreign brands.

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Following the events in Charlottesville where a car drove into protesters, president Trump's remarks seemed to equate the actions of white supremacists to protesters. This has led to strong criticism from the business community with most business leaders withdrawing from the president's advisory councils from the business community- the Strategy and Policy Forum,  and Manufacturing Council. This includes the CEO's of Johnson and Johnson, Merck, JP Morgan Chase, GM, GE, 3M, and other companies. In his response president Trump disbanded both councils. JP Morgan Chase CEO Dimon said of the president's remarks- 'Constructive economic and regulatory policies are not enough and will not matter if we do not address the divisions in our country." Members of these councils had hoped to use their presence to have a voice. Yet by August 2017, 6 months into the Trump administration this appears to be changing, with CEO's of many companies expressing the view that the Republican policies favoring business would not matter if the basic consensus on tolerance and openness and what the U.S. stands for is allowed to deteriorate. ...

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Manufacturing in the US is adding jobs for the first time since 1997, according to government data. Job growth in 2010 was 1.2%, or 136,000 jobs. IHS Global Insight expects total manufacturing jobs in the US to increase in 2011 to 12 million. Manufacturing will be a modest contributor to job growth according to economists. Economists projections show a gain of 2.5% or 330,000 manufacturing jobs in 2011. Moody's Analytics estimates job growth of 2% a year through 2015. Government incentives, need to replace aging equipment and rehiring in the automobile industry will help manufacturing. At the same time manufacturers are cautious about hiring and increases in automation reduce the need for workers compared to earlier periods. Overall the loss of about 6 million manufacturing jobs since 1997 will not be made up. Yet the improvement is a positive sign as the US faces high unemployment and companies make investment in new factories overseas to meet growth in emerging markets.

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The president of the Pew Research Center, Andrew Kohut, says Romney was an especially weak candidate for Republicans and this has to be taken into account in understanding the results of the 2012 U.S. presidential election. Romney failed when it came to establishing empathy with voters compared with Obama and this was a significant factor- 53% to 43% for Romney in exit polls. Even on the economy which should have been a Republican strong point Romney failed to get an advantage over the president with both tied at 48% to 49% for Romney. Republicans were favored in their approach to government- only 43% favored activist government in 2012 compared to 52% in 2008, and 49% disapproved of the Obama health care law and only 44% approving in 2012. On social issues exit polls showed 59% believe abortion should be made legal, and on immigration 65% support a pathway to citizenship for illegal immigrants. Early in the primaries some commentators said the Republicans were not fielding strong candidates for president who could relate to voters and this has turned out to be true. This also explains the Republicans retaining a majority in the House of Representatives and continuing the hold on governorships. ...

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U.S. Commerce Secretary, Wilbur Ross, has balanced the rhetoric of president Trump on trade in the NAFTA debate by saying the U.S. is looking for win-win solutions in trade relations with Mexico. At the WSJ CFO network Ross says the trade regime from the post war years is now an anachronism and does not work well especially for the U.S. Many experts agree that the trade framework from that period is problematic. It does not take into account, for instance say experts, the situation where a command economy such as China could help manufacturing industries with state policies, including currency policies. The rapid growth in China was different from the rapid growth in an earlier period of Japan, in terms of its impact say experts. The U.S was the dominant economy during the sixties, and the growth in Japan was not at the accelerated pace and of the magnitude that happened in China. As a result the impact on  some communities in the U.S. was much more intense in the last two decades, as documented by prominent trade studies, leading to the sense that trade did not work for these communities. ...

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People who worked with Romney in the Mormon church describe the experience of Romney who started as an "iron rodder" walking the straight path, and gradually learning of other people's experiences that led to learning and growth and showing a new openness. In contrast to his "47%" remark about people dependent on the government, here he is seen telling another church member Barlow, that what bothers him most and what he has thought a lot about is how to genuinely help the poor in his church. Over the years he learned to compromise with Mormon feminists who sought larger roles in the church and was able to make the progress from being less flexible to being open to other ideas and perceptions. In other situations he allowed unorthodox progressives in the Mormon church to play a part in the organization and teach. The outreach efforts Romney participated in actively included efforts in the inner city and working with immigrants from Haiti, some of whom were illegal immigrants. This is a detailed well researched account from talking to many people active in the church organization and in the church community by Jason Horowitz of the Washington Post. It is one of the rare glimpses of the life of Mitt Romney inside the church. Because of the public perception of Mormonism there is a distance kept with accounts of life in the church, and Romney has shown the same reticence to talk about the church. Seen as a church it is is like other churches, Catholic or Protestant, with the same challenges that face all churches- keeping up the size of the congregation, the poor, immigrants, church organization, raising contributions, getting people to donate hours of work to the church activity. It is one of the ironies of the 2012 presidential campaign that Romney as a member of a Mormon church in a predominantly Catholic and Protestant world has remained reticent about his experiences and how it shaped him. And also remained reticent -till the last months of the campaign with the demands for authenticity growing strident- about how the experiences as governor of the liberal state of Massachusetts had shaped him, this time as the number of Republican politicians in sharply liberal states were a distinct minority in the Republican party. To voters this meant not knowing who he was beyond Bain Capital, the perceptions of which doggedly pursued Romney till the reticence became unbearable in the final weeks of the campaign....

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The practices of Bain Capital under Mitt Romney, as it merged management consulting with private equity to take stake in companies that it would be asked to turnaround. The main focus for this type of investing was to harvest as much capital out of the acquired company as early as possible, leading to management decisions that were driven by this overriding aspect. This meant large layoffs to reduce costs, loading the company with debt which in many cases led the company to bankruptcy yet benefitting the investors. The practices were adverse to the accumulation of human talent.

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The influence of business executives who helped shape president Trump's views on Mexico, China, Export Import Bank, and other issues is covered by Stokols and Bender of WSJ. On Mexico the departure of Mike Flynn helped moderate views, Wilbur Ross, the Commerce Secretary also provided a moderating influence. The plans are now to change NAFTA but not entirely redo the agreement. On the Export Import Bank the views of Boeing CEO Muilenburg, who explained to Trump why the Bank supported U.S. exports and how other countries had similar banks, led to the president filling the bank vacancies. On China the influence of NEC head, Gary Cohn, former president of Goldman Sachs, and other business executives, led to a less confrontational position. The president once called NATO obsolete during the campaign but he met this week with NATO secretary general Stoltenberg this week and expressed strong support for NATO after rising tensions with Russia.