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Andy Grove makes this passionate plea for the dignity of workers in America in 2010. It is worth reading in 2020 what this founder of Intel Corp and pioneering spirit of Silicon Valley has to say. Andy Grove of Intel says there is something seriously wrong when the unemployment rate in the Bay Area is higher than the 9.7% national average for the USA. American companies have added jobs like crazy in Asia, but things are sputtering back home. Hon Hai has 800,000 employees and makes most of the electronic and computer products for American companies. Grove says startups are not the answer, unless they scale up and create jobs the way Intel did starting back in 1968, with a $3 million capital infusion by investors. The move from the first production model to mass production is critical, as companies hire thousands of people. Innovation and scaling up have to go together. He makes his point clearly by pointing out that Apple has 25,000 employees. For every Apple employee there are 10 employees in China working on Apple iMacs, iPods, iPhones. And he adds that the same 10 to 1 relationship applies to other U.S. tech companies. And here Grove asks the tough question by first posing an answer. He says it sounds like- no big deal, we keep the high paying jobs, we keep most of the profits, but what kind of society are we going to have with highly paid professional workers and lots of people unemployed? And he doesn't mention that there are a lot more young people unemployed. He says the US has become very inefficient at creating tech jobs, and it would be a great mistake not to act decisively early on. And adds that the investments in such areas as solar power and electric car batteries have to be made early on to maintain leadership in these areas. Grove faults academics like Alan Blinder and others who say loss of manufacturing jobs and whole industries was no big deal. The U.S. has forgotten the value of manufacturing jobs. He wants to see America focus on jobs and rebuild its industrial base. And less of transferring engineering knowhow and new technologies overseas, technology that can help bring innovation and scaling up of factories at home. In his view individual companies doing their own thing, in a misguided fashion that jobs don't matter, is not the answer to the situation we face. The industrial economies of Asia, China at the present day, have focussed on jobs and technology, and scaled up. Grove reminds readers of the situation in America in 1932, when jobless veterans demonstrating outside the White House in large numbers were dispersed by soldiers with live ammunition and fixed bayonets. This makes him shudder at the very thought of it, and brings back memories of his early years in Hungary, as a young man in 1956. Are we listening? ...

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George Washington shown in the early parts of the Seven Years War (1756-1763) that drove the French from Quebec and North America. In these early battles Washington fought in the Pennsylvania country near Pittsburgh under the British commanders against the Indians and the French. This taught George Washington many things about a war in America's vast forests, the risks and dangers, the best way to keep on fighting a long war in which the British would eventually fail to prevail. After defeat on 2 nights on frozen ice on a lake fleeing French and Indian forces Washington survives, and grasps the idea of divine providence in the struggle against colonial powers France and then Britain. This prepared Washington for a different strategy in the war against the British, learning from the defeats of the British by Indians in forest conditions with quick offense and quick retreats and no large engagements. The entire war was characterized by this quick offense, strategic retreats, and preserving the American army's strengths, as an approach to conduct the fight. Montgomery tried a direct march on Quebec and failed in the early days of the war of independence against British forces. This also reinforced Washington's strategic approach that the British would only lose in a long drawn out war under certain conditions, to avoid direct engagement with large armies or decisive battles till the right moment. Washington enlisted a young French officer Lafayette as a commander in his army knowing the importance of the French to neutralize the British naval power on the seas. When this stage was reached Washington could quickly move his army north to surprise the British by surrounding their forces under Lord Cornwallis resting at Yorktown, Virginia after being harassed in small engagements by American forces in the South. For that to happen Washington had the logistics feat to accomplish of moving cannon and forces up rivers and forests to the north, something practiced in the Pennsylvania region in the fight against the French and their Indian allies. The early part of the war the engagement with the French and Indians was formative for Washington and is the experience that is covered in the book "Young Washington," now made into a movie. The night spent on the frozen river in Pennsylvania country fleeing the Indians and French and surviving was always for Washington an act of divine protection. It may be also the reason why Washington saw his role not as his own but for a larger purpose, leading to handing over his appointment as commander in chief back to Congress in Annapolis in 1783 after the war had ended and peace treaty was signed. We refer to this as a defining moment in The First Letter from the Editor for Lyrarc.com, reflecting on divine protection and the responsibility that goes with it for the Nation that should never be forgotten. ...

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People who have known Andy Grove describe his high integrity and today's lower standards.

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Michael Gove resigns from the Tory government of Rishi Sunak days after the announcement of UK elections on July 4, 2024. Here he says a greater implosion than gaining about 150 seats  for the Tories party could even blow away his chances in a solid Tory seat. Much has changed in Britain since the days of Brexit which is highly unpopular today with the British public. The Times Tim Shipman looks at the controversial decisions of Gove and how he added credibility to the Leave campaign when he had previously advised Cameron against holding a referendum. Today 58% of British people support joining the European Union. Gove's actions and that of others including Johnson, Cummings and Sunak show Conservatives in a poor light leaving Britain in a precarious position with low growth and little room in finances for the kind of investment Britain needs for its infrastructure, public services and its economy. It is a lesson that sudden ill thought out moves for political advantage by politicians and poor decisions can create chaos and diminish a nation's prospects. ...

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Biden issued executive order on June 3, 2024 to close the Border with Mexico and deny asylum. Once border crossings reach 2500 a day the border is closed. Then it is opened only when crossings drop to 1500 a day and after 14 days. Officially permitted including humanitarian parole pathways are limited to 1500 a day. This is being done because the legislation that passed in the US Senate on bipartisan basis negotiated for closing the Border with Senate Minority Leader Mitch McConnell of Republicans and Senator Lankford (R) was blocked in the Senate by Mike Johnson on instructions of Mr. Trump who sought to use it as an election issue. "Today I’m moving past Republican obstruction and using the executive authorities available to me as president to do what I can on my own to address the border,” said president Biden. The signs “SECURING OUR BORDER” were prominent in the White House East Room. “Frankly, I would have preferred to address this issue through bipartisan legislation,” he added, “but Republicans left me with no choice.” On this page the WSJ looks at the Border on August 5, 2024 and finds the border crossings have dropped to levels in 2020 and to levels seen during the last year of president Trump. The US and Mexico have cut border crossings with Mexico moving migrants back to southern Mexico in a Chutes and Ladders program where migrants head north, and the Mexican gocernment buses them back south, at which point some return to their home countries. At the Guatemala border there is busing to take them to other locations in the south of Mexico. ...

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Stay close to the front lines in your business- this is the advice given by Andy Grove of Intel.

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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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Jennifer Harris, heads the Economy and Society Initiative of the William and Flora Foundation. Andy Grove of Intel and Bill Hewlett of Hewlett Packard are the original founders of what is called Silicon Valley in California. It was Andy Grove who offered the first protest of American policy that shifted jobs and manufacturing overseas, saying he did not want to live in a country where the people and the communities we live are being ignored under some policy that shifts everything and with it hopes and aspirations of the American people overseas to Asia. Farah Stockman of the NYT shows how Jennifer Harris and Jake Sullivan are shaping the new ideas on economic policy at the Biden administration. Jake Sullivan addressed the Brookings Foundation on Biden's economic policy saying Biden wanted different backgrounds to understand the needs of people in the US, that domestic needs for jobs and manufacturing, for infrastructure, would now drive foreign relations. That this was a key aspect of the Biden economic policy. Harris and Sullivan have worked together. ...

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Kviv winter 2026 with heat infrastructure destroyed by Russian missile attacks.  In the dark days of winter, life in Kviv and Ukraine contrasts with that of life in the other nations of Northern Europe (UK, Nordics) that see a continuation of the war from the comfort of their own homes not having experienced any of the aspects of life in such a war. The US has sought to bring an immediate or early end of the conflict that serve no purpose for Russia or Ukraine or the US. The root cause of the war is enlargement of NATO and it was done under a series of Northern European leaders starting with Solana in Spain, and Robertson from UK under whom much of the enlargement of NATO happened, followed by Nordic heads of NATO. This was a grave mistake and the Bush-Clinton-Bush-Obama administrations in US failed to grasp this mistake. NATO was created under the threat to Eastern Europe and Greece Turkey during the Truman administration from the Soviet Union, after Soviet Union collapsed it served no purpose and another institution was needed built from scratch in which all of Europe could freely participate free of influence of any particular part of Europe, with respect for all parts of Europe. In that situation the Ukraine war would not have happened among people who speak the same language and share the culture. ...

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Grove's take on what is going on in Silicon Valley, and interviews at startups and Labs like the Almaden Research Center by Steve Hamm. Grove is especially infuriated by the concept of an"exit strategy". Intel never had an exit strategy he says. It takes time to build important companies over along period and a different kind of attitude, and resilience. Steve Hamm visits all parts of the Silicon Valley to understand what is going on. Big companies won't come up with the next big development and startups aren't measuring up to the task. Yes things are happening in the area of electric vehicles, solar energy and green energy. HP sees more productive effort coming from software development than hardware advances. Overall short term thinking and risk aversion dominates, and Grove and Hamm do not see the kind of paranoid attitude and worrying nature and resilience, that got Intel to go back and develop new products and look for new opportunities after taking a beating from the Japanese, who at one time took over Intel's existing markets. ...

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Robert Lighthizer, U.S. Trade Representative, makes a passionate plea for the dignity of work in America, the founding principle for the society of opportunity that America has been and the reason it was settled by immigrants from Europe over 200 years. He points out that trade policy is not about geopolitics or about efficiency as others perceive, it is about what kind of society we want to live in. Is it about a society of opportunity? This is the foundation on which this American continent was settled by settlers from Britain and Europe, and the basis of the growth over two hundred years till the last four decades. From 2000 and China's entry into the World Trade Organization under president Clinton to 2016 the U.S. manufacturing base has shrunk with the loss of five million jobs, two million jobs lost to China in the period 1999-2011 alone. And 350,000 automobile manufacturing jobs to Mexico since 1994, one third of all U.S. automobile jobs. Without the initiative and hard work of Mr. Lighthizer both American workers and Mexican workers would be stuck in low paying jobs. The USMCA he negotiated changed all that by giving Mexican workers fair wages and American workers and manufacturing the opportunity for revival.  This view was also expressed by Intel founder Andy Grove, a founder of one of the first pioneer companies in Silicon Valley. Grove asked the question after seeing the outsourcing of production out of America and the condition of the American worker- he said for him it was about what kind of society he wanted to live in. It was all about the dignity of the American worker long ignored by economists who live in a world of theory and the elite that has lived for so long apart from the places where the fabric of American workers and working life was torn apart. It was a question that touched Andy Grove's heart just as it does for Robert Lighthizer and others who are fighting to make America a society of opportunity for the American worker and opportunity for the American people, for dignity in America. It also charts a new course for the French worker, the British worker, the Indian worker, as other countries learn from the American experience. We have covered Grove and Lighthizer from the early days of their leadership and wise reminders to the people of what America is and stands for. Lighthizer points out one huge error that makes the thinking of these economists and elite that have not listened for so long, more than a bit crazy, reckless and callous. He says there about half of 250 million adults who lack a college diploma in America. Historically manufacturing has provided stable well paying employment. Even if with investment in education they were taught to write software code, there aren't enough jobs for them. The combined total of jobs at Apple Google, Facebook and Netflix is 300,000 jobs. Never has so much been at stake for so many and defended by so few. ...

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Even Republican Karl Rove has kind words for the performance of "consequential" Ron Klain as Biden's chief of staff. He says among Klain's achievements are regaining the momentum for president Biden and passing some of the biggest legislation since FDR and LBJ for American renewal, "impressive legislative achievements close to FDR's and LBJ's, and focussing Team Biden's agenda, keeping Democrats united. Rove says there is room for reaching across the aisle for his successor Jeff Zients.

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This article on the main protagonists in the Conservative Party during the EU referendum in Britain shows how the narrow interests of a few Oxford educated politicians and their infighting has shaped the vote on Brexit. Gove, the Justice Secretary and Boris Johnson, former Mayor of London, have no idea what to do if they won in the Brexit vote. Both pull out of the leadership race after prime minister Cameron announces his planned resignation following a leadership vote in the party. Cameron and Osborne, the other two Oxford educated politicians, are caught up in the infighting in the Conservative Party which leads to Britain voting to leave the European Union. The article looks at the lives of the four male politicians who form an old boys club at one time and now are deeply divided with Cameron's wife Samantha and Gove's wife Sarah Vine once close friends, now along with their husbands no longer talking to each other. Also evident here is that Sarah Vine writing in the Daily Mail discloses more grief about all this messing up her social life than the way the vote to leave the EU will eventually affect the country's standing, its credit rating, and the economy, and how it affects the lives of ordinary British people. ...

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There is a sense from Remainers and Brexiters in the Conservatives and in Labour that Brexit is "acting as a drag on UK growth and limiting its potential" after the pandemic and inflation. Senior members of both parties are meeting in Oxfordshire including David Lamy of Labour and Michael Gove of the Conservatives, and the heads of banks and large business. Gove and Boris Johnson led the campaign for Brexit, and Gove is now interested in ensuring Brexit is not viewed as a failure in the long term. The Office of Budget. Responsibility says Brexit will reduce Britain's per capita GDP  by 4%, over the 15 years from 2016. Labour sees it as a threat to any future Labour government to leave unaddressed the relations with the European Union. In a bipartisan effort what sort of conversation to have with the EU so that Britain's economy benefits? President Biden's effort in working with like minded Republicans for America's renewal may be seen by Labour and the Conservatives as reason for doing the same in Britain to ensure European recovery.   ...

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Karl Rove says Gingrich lacks organization in Iowa, and failed to get enough signatures to get on the ballot in Ohio. He did not qualify for the Missouri primary. Because organization is crucial in the primaries, this remains a Gingrich weakness. Rove reminds readers that according to CBS polls two thirds of Iowa Republicans say they can change their minds.

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Cutter and Adams of the WSJ show the inner workings of a large consulting firm, McKinsey & Company. A University of Chicago professor started the firm in 1926. By the 1960's the firm would hire new graduates and train them in its consulting culture to do studies and make recommendations on issues facing client companies. Consultants are not hired for long  experience in each field, they are hired from top business schools and universities upon graduation and trained in the company culture. Work involves extensive travel from different offices, with long hours typical also of the financial firms, with little acknowledgement of worklife balance for productive effort even after the pandemic. Cutter and Adams do not cover an earlier period of McKinsey during the financial crisis of 2008 with a controversy around insider trading information about Goldman Sachs which hurt the reputation of McKinsey.  The WSJ investigation into 1MDB Malaysia fund scandal showed Goldman Sachs involvement leading to less confidence in large financial firms as well as consulting companies. This consulting business is growing after the pandemic with about half of it related to companies seeking to prepare and set up AI. This report looks at the new setup in McKinsey where hundreds of senior partners now elect the head of the firm for two 3 year terms. The head of AI at McKinsey is challenging the the current head of the firm in an upcoming election. It cannot be said that consulting firms are improving the management of companies, as more companies today use it sparingly and mostly for special needs or studies including AI. As a result these consulting companies are using the same branding mechanisms, and as Cutter and Adams point out, these professional service firms are run by partners through a system of extensive wining and dining, talking and communicating, so that people who can set an internal consensus do well. The process of development of management skills in the US dating back to Alfred Sloan at General Motors when Mr. Mckinsey started his firm at University of Chicago in 1926, and to Andy Grove founder of Silicon Valley in the 1970's, with their  emphasis on constructive confrontation and skills Grove later outlined in his book "High Output Management" has little to do with such consultancy firm services. Even less can it be said about these consultany services that they have anything to do with the management intuition, vision, wisdom and skills of Matsushita in his book "Not for Bread Alone, Akio Morita in "Made in Japan," or for Grove's unique perspective in "Only the Paranoid Survive."  ...

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The last major oil company controlled by a family is Amerada Hess. Leon Hess drove a green colored truck to deliver fuel in New Jersey about 100 years ago and his son runs the company. This ownership and the name is now history with the sale of the company for $53 billion to Chevron.

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The Lewinsky scandal broke out in January 1998. Bill Clinton admitted "an imprpper relationship" in August 1998. The vote to impeach Clinton was in December 1998. The acquittal took place in Jan-Feb 1999 with the lack of a two thirds majority of 67 votes in the Senate. The damage is not just in reputations. It is in distraction sufficient to lead to flawed legislation that lacked key provisions for the China US Relations Act of 2000 that was taken up by the Senate in May 2000. Could such a major step be taken in the last year of a lame duck administration? Republicans returned to the White House in December of 2000 with George Bush. There were no provisions in the China Relations Act for abuse of the status after joining WTO through unfair trad practices. The result is millions of jobs lost and the entire manufacturing base of the US and Europe shipped to China by 2019. Under Xi Jinping China returned to an adversarial relationship with the US on the issues of Hong Kong and Taiwan. It could have done serious damage to the 1.4 billion people of India as the gap between China and India opened up dangerous security implications for South Asia, a time when governance model of the Nehru era had failed by 2014 leading to fragmentation of the kind that happened in China when Japan had surged ahead in the 1920's and 1930's leading to the devastating war and Japanese invasion of China in the 1930's by provoked incidents. It shows the grave consequences of poor governance including the periods under Bush and Obama that led to decisions to get into wars in remote mountainous and desert regions. A series of such events can as shown by Joel Mokyr of Northwestern University, that can lead to permanent decline for regions and nations. Under both Biden and DJT an effort is underway to respond to these challenges. ...

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Tritch points out that in all the comments after the death of Andy Grove in March 2016, there is little mention of Grove's warning to Silicon Valley about the need for serious innovation, scaling up and creating jobs at home. In 2008 and 2010 Grove stated his strongly felt views on the subject in Business Week.

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Rishi Sunak as UK PM tries to bring various factions together with appointment of Shapps, Gove and Braverman, and by keeping in place for continuity the key cabinet ministers in Wallace as Defense Secretary, Cleverly as Foreign Secretary, and Hunt as Chancellor for finance.