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Tony Blair's advice to Labour from 30 years ago- Labourites see it as "unhelpful." Blair talks in grandiose terms about AI and the world but says little about housing, inequality lack of opportunity, jobs, energy costs, and cost of living, problems that need solutions today.

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Blair's advice to UK's Labour government to abandon net zero not talk about inequality - words of maximum annoyance say some and get full marks for being unhelpful says The Guardian's Peter Walker.

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Ella Langley wins 4 Country Music Awards for Dandelion album and song Choosin Texas in May 2026.

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Guardian editorial on Blair Essay 2026- it is from 1999,  and it won't work in 2026 as problems are different now.

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Wes Streeting says- for Tony Blair inequality is peripheral, rather than fundamental to the crisis we face. "But here is the striking weakness at the heart of Tony Blair's Essay intervention: across thousands of words about technology, geopolitics and political strategy, the defining issue of our age is barely confronted at all. Inequality – the economic, social and democratic fracture running through modern Britain – is treated as peripheral rather than fundamental. But inequality rather than being incidental to the crises reshaping western democracies, is actually their cause." "People are told Britain is succeeding while they cannot afford a home, and that opportunity exists even though their children face lower living standards than their parents enjoyed. They are told to work harder while wealth accumulates ever-more narrowly at the top. And they notice the unfairness." "A nurse paying back student debt sees a greater proportion of their income taxed than landlords collecting gains from rising property values. People in Britain’s poorest communities fall into ill health nearly two decades earlier than those in the wealthiest. Most private wealth is now inherited rather than earned." ...

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Kazuo Hirai becomes the new CEO of Sony, succeeding Howard Stringer. Hirai faces some tough decisions at Sony, as the company's position as a pioneer in electronics has been eroded by Apple, and sales of product hardware have been eroded by Samsung Electronics. Hirai says his strategic goal is to get the 168,000 employees of Sony to place getting the user experience right first before anything else. And that simply being a great producer of hardware products isn't enough for Sony. Hirai's experience is in turning around the Playstation videogaming business. To this he brought an unconventional style. He was educated in the U.S. and Canada as the son of an expatriate Japanese banker, and in Japan he went to the American School where he founded its Audiovisual Club. His first job at CBS/Sony Inc. in Japan was as a translator for bands such as the Beastie Boys and Journey during the visits of these bands to Japan.

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Moody's drops Sony's and Panasonic's credit ratings in Jan 2012. Moody's downgraded Sony to Baa1 from A3 and Panasonic from A1 to A2. For Sony Moody's cited the losses in the television business. For Panasonic Moody's cited losses in the television business and the weakness in earnings from the Sanyo unit of Panasonic.

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The smartphone market is critical for Sony as it makes its way back to profitability in 2013. Sony sees smartphone unit sales growing at 50% in the year ending March 31, 2013, compared to a decline in unit sales of video camcorders of 9%, decline in digital compact cameras of 29%, and decline of televisions of 31%. The Sony-Ericsson joint venture was a world apart from the current Sony Mobile business. Sony Mobile executive vice president, Kaz Tajima, expressed his frustration that Sony was missing opportunities when working at the joint venture. Decisions came slowly as they had to be approved at different levels. Sony Mobile moves quickly on all decisionmaking. Companywide technological capabilities are also quickly available in designing a new product. The Experia Z uses all of Sony's technological capabilities in design, cameras, television and other areas. It now appears that the joint venture was the worst thing that happened to Sony. Sony bought out Ericsson's stake in the venture in 2011. Sony starts with global smartphone market share of about 4.5% and has a lot of catching up to do....

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Sony is setting aggressive goals for its medical business by targeting sales of 200 billion yen ($2.6 billion) by 2020. The Olympus joint venture with Sony is expected to make up about one third of the sales. Olympus has a 70% share of the endoscopes market. Sony is planning on sales of 50 billion yen for its medical monitors, printers and other equipment by March 2015. With its recent investment of 50 billion yen in the joint venture Sony now has a 11% stake in Olympus, making it the largest shareholder. Olympus will use half of the capital injection to develop better medical devices and the rest to setup training centers in emerging markets and cover costs.

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Sony CEO Hirai describes his plans for Sony in the next three years.

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Sony's Xperia Z smartphone as a competitor to Samsung Galaxy and Apple iPhone in 2013. Sony is now in third place in global smartphone sales with a 5% market share. Sony CEO Hirai says the basic building blocks are in place for Sony to secure the strong position in smartphone sales that its technology and assets deserve.

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Deforestation makes way for soyabeans planting in Brazil 2026, increasing the acreage devoted to soyabeans agriculture. This is happening with changes in politics in Brazil even under government of Lula Da Silva of the Worker's Party, with Greens in the administration asked to make room for economic development.

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The changes at Sony Pictures outlined in an interview with CEO, Michael Lynton. Sony Pictures will look for savings of $350 million. Motion Pictures showed declining revenues and revenue from TV shows increased in 2013. Sony Pictures will expand its TV shows business. Part of the expansion will be through buying and starting up new television channels in the growing markets of India and Brazil. In this interview Lynton points to the risks in seeing franchises in big budget movies before they become franchises and before the first movie in the series is successful. Smaller budget movies such as "The Conjuring," "We're the Millers," have been profitable for Sony Pictures, so he sees the tendency to focus on franchises alone as risky. Sony pioneered in producing for cable but did not see this as being a large revenue generator five years earlier. What changed Lynton says, is the increase in subscription video-on-demand services and growth in Netflix reaching new buyers.

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Sony's efforts to buy out Ericsson's 50% share of Sony-Ericsson joint venture in cell phone devices. Analysts estimate the value of Ericsson's stake at 1-1.25 billion euros. For Sony it is critical to become a major player in the smartphone business. Smartphones are carried by consumers everywhere and offer the opportunity to link smartphones to its online music, games and videos. The Sony-Ericsson venture failed to catch the smartphone trend early. After the launch of the Sony iPad, Sony sees significant opportunities in coming up with newer smartphone models and leveraging its technological strengths. This can only be done by having complete control over the smartphone business and having it in-house. Ericsson also sees it this way. Sony Ericsson Chief Bert Nordberg stated recently that the smartphone business has more in common with Sony than Ericsson. Ericsson's strengths are in heavy engineering and telecommunications, business to business, which are in contrast to the consumer emphasis at Sony. The Sony-Ericsson venture is barely profitable, with net profits of 90 millon euros for sales revenue of 6.3 billion euros in 2010. The strength of the Japanese yen, and the firmer valuation after the venture turned profitable in 2010- after two years of losses in 2008 and 2009- make a buyout of Ericsson's stake a good move for Sony....

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Aaron Back says Sony is paying serious attention to the profitability of its Playstation business. He cites IHS estimates of Playstation 4 costing $381 to make and the retail price set for $399, in contrast to the Playstation 3 which cost Sony $100 more to make than the retail price. Sony's Playstation business is expected to post operating loss of 27 billion yen in the fiscal year ending March 2014, with profits of 37 billion yen the following year, and 65 billion in the year following that.

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New Sony CEO, Kazuo Hirai, plans to cut 10,000 jobs, about 6% of its total employees, over the next 2 fiscal years ending March 2014. Sony's television business has faced 8 years of losses, and the entire electronics business has faced 4 consecutive years of losses. The price competition and the high price of the yen has hurt Sony's sales and margins. This has affected the entire Japanese electronics industry, which has suffered consecutive years of losses, including Toshiba and Panasonic. Hirai is changing Sony's strategy in the television business. Instead of targeting a goal of 40 million in sales for television sets, he is cutting this in half to 20 million and reducing the size of its television sales operations. Sony's plan appears to be to focus on its strengths in new technologies and maufacturing, including the new 4 K technology, which would have to be adapted to mass market from its current specialized application. By doing this Sony would not have to compete on price in the manner it does today with Samsung and other Asian brands which have closed the gap in conventional technologies. Hirai's employee cuts follow the 16,000 job cuts made by Howard Stringer in 2008, during the global financial crisis. During March 2011 Sony had 168,200 employees....

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Sony announced that it was expecting a loss of 110 billion yen or $1.1 billion for the fiscal year ending March 2014. Sony also announced the sale of the PC Vaio computer business to Japan Industrial Partners, a decision he called "agonizing." Another change is splitting off the television business into a separate subsidiary. The projected full year loss includes $690 million in charges for restructuring the PC and TV business, including job cuts of 1500 in Japan and 3500 overseas by March 2015. Currently the mobile phone and Playstation videogame businesses are operated as separate subsidiaries. TV sales are improving in the 4th quarter 2013, increasing by 40%, and operating loss for TV's is down to $48 million for that quarter. Increases in sales of premium priced ultra high definition TV sets improved margins. For the full year TV business had a loss of 25 billion yen. This is the first sign of a change in the TV business. Playstation sales are expected to hit 5 million by March 2014. Overall Sony showed a net profit of 27 billion yen for the 4th quarter of 2013....

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Sony's strategies to return the smartphone business to profitability in 2015. Mr. Totoki, head of the smartphone division, says Sony will accept decline in sales of 20-30% to accomplish this. The smartphone division is seen as critical in the internet era. This means cutting the number of lowend models and scaling down operations in China, where sales are about 3% of the mobile division total. Sales are strong relatively in Europe, South east Asia, and Japan, which provide 34%, 27%, 23% respectively of total mobile division sales.

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Sony's push into the medical devices business with the acquisition of a 15% stake in Olympus. Sony will provide a badly needed Y50 billion capital injection for Olympus. Olympus has a 70% share in the market for endoscopes.

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Sony plans to commercialize its new LED television display technology to return its television business to profitability.

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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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After lifting of a decade long ban on the console Sony plans to build sales volume for the Playstation 4 in China.

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Sony has lost its focus, it is in so many lines of business, that its brand identity has been lost. Especially in Japan where it is in cosmetics, massage, mailorder shopping club, insurance, finance, robots etc. It has 1000 subsidiaries and affiliates worldwide, of which a third are unrelated to its core electronics business. How does this hurt? It hurts because management is distracted, and when top management is distracted then its not focussing on customers, changing business trends, creativity in its business pioneering new products. In a big company this problem is just magnified by the bureaucracy that develops. Problems similiar to the ones faced by IBM and General Motors. The analysts and Howard Stringer talk about restoring the Sony premium. What is a premium, its not just the brand, its the innovation or something special behind the brand that enables it to command the premium. Stringer probably understands that its the innovative edge that Sony as lost. See the other piece "Howard Stringer, Sony's Road Warrior" by Siklos and Fackler in the Sunday NYT, May 30, 2006 with Stringer shown in a large picture imagining him as a Sumo wrestler. An unforgettable picture. In that piece it becomes clear that Stringer is keenly aware about Sony's and Japan's weakness in software which is increasingly driving success in products when combined innovatively with new bold concepts. He says there that Sony takes great pride in its hardware, and this is true of Japanese creative spirit in innovative and miniature gadgetry, but its capabilities in software are very modest. As one action step Stringer has hired Tim Schaaf , a senior Apple executive to lead that effort at Sony. The other part, getting the focus back by focussing on customers of electronic products is evident in this piece. Ryoji Chubachi, head of electronics and co-head of Sony with Stringer, regularly visits large retailers to offer incentives for making Sony products more visible, something the prior management failed to do. The prior management failed to focus on customers, and thought it beneath their highflying ways. One of the decisions by Chubachi in TV's is to price HDTV sets close to the price of Panasonic, Samsung and Sharp at large retailers in Japan. This makes sense to gain market leader status, as it shows Sony is living in the real world and taking decisions appropriate and relevant to a premium free environment in television sets. You a manufacturer cannot imagine a premium, a premium is a perception in the minds of customers and most likely reflects a perception of uniqueness, creativity, fashion and some other attribute, which can include engineering. Sony's philosophy has stated in Akio Morita's book "Made in Japan", was to be a pioneer, to walk the untrodden ways, break new ground. One aspect of this in comparison to Matsushita, Sharp and other competitors, was going to be its individuality, something Morita borrowed from his days in the US, because it is typically American and sort of unJapanese in a way. Though this is a generalization and many American companies merely follow and some Japanese companies have their own way of doing things even if it is thought of as being very Japanese like, witness Toyota in its Aichi prefecture surroundings. In this light the surveys show Sony significantly deteriorating in "conspicuous individuality." The New York Times cites a survey from BP Nikkei Consulting in Tokyo that the number of consumers saying that Sony showed "conspicuous individuality dropped to about 25% from about 40% the year before. ...

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Taiwanese engineer, William Wang, who earlier ran a failed computer monitor company Princeton Graphics, started Vizio in 2003 in Irvine, California. He started Vizio as a low priced brand with a focus on high tech HD sets and a supply chain in Taiwan to make HD sets at lower prices. He negotiated agreements with Foxconn and AmTran Technology giving them equity stakes in Vizio. Costco provided shelf space for the early HD sets. Vizio still manages to make 4% in operating margins on $2 billon in revenue with an efficient supply chain. Wang's insight was that televisions would go the way of PC's where lower prices were the norm. Sony Electronics U.S. Division chief, Stan Glasgow, says it is harder to charge premium prices as technology and improving quality rapidly converge in the television industry, similiar to what is happening in PC's. The story of Vizio at the low end, and S. Korean manufacturer Samsung at the high end, is also the story of the decline of Japanese companies in the television business. In 2010 after seven years Vizio passed Sony to become the second largest television brand in the U.S., with sales of 6 million LCD TV's. This is up from 3.6 million in 2008, according to research firm iSuppli....

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Sony and Panasonic will jointly develop mass production methods for organic light emitting diode display, or OLED, by 2013. The two companies are also cosidering an alliance to mass manufacture OLED television sets under their brand names. One option is to work with a low cost Asian manufacturers such as AU Optronics of Taiwan. Samsung and LG Electronics are planning to introduce 55 inch OLED television sets in 2012, with the sets costing about $9000. The challenge for the manufacturers is to bring down the cost of manufacturing. Sony is a leader in this technology, having developed the first 11 inch OLED set in 2007.