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Toshiba is up for auction. It shows what an accounting scandal can do to a company which is what happened at Toshiba in 2015, followed by bankruptcy of its nuclear business, and sale of assets. It is now more than half owned by foreign shareholders, and companies outside Japan are bidding for the company. It still has valuable technology in batteries, semiconductors and elevators.

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Jurio Osawa talks to Toshiba Corp.'s CEO, Norio Sasaki about Toshiba's plans to increase investments in infrastructure businesses, including nuclear energy. Sasaki sees continuing need to use nuclear energy because of limited supplies of oil and gas to meet needs in emerging markets. He sees demand growing for nuclear energy in China, Brazil, India, Turkey and Vietnam. Toshiba owns Westinghouse Electric, a maker of nuclear power equipment, and acquired Landis+Gyr, a Swiss company which makes advanced power meters. Demand for Westinghouses' AP1000 reactors with safety equipment in China is expected to grow from the 4 being built today to 20 in 2020, and 70 in 2030. He says the consumer electronics businesses have suffered because of the strong yen, and for the failure of Japanese companies to taking strong action to improve their competitive position and staying ahead of market trends. At the same time the consumer electronics business generates cash because investment requirements are low compared to infrastructure businesses, which is why Toshiba will continue to operate in profitable parts of the consumer electronics business....

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Global infrastructure needs are expected to go up by 20% to 2.1 trillion dollars annually for the next 10 years compared to the previous ten years, according to the Samsung Economic Research Institute. India's investment in infrastructure will double to 1 trillion dollars in 2012-2017. compared to the prior five year period. Toshiba hopes to increase sales by 20% to $38 billion for nuclear power generation and distribution equipment and railway equipment, by the year ending March 2013. This is 38% of total revenue for Toshiba. Hitachi has set a goal of a 46% increase in sales to $29 billion, or 20% of total revenue for Jan 2011- March 2016. The Japanese Government and a consortium of Japanese companies are working together on deals such as the deal signed with Vietnam in October 2010 for nuclear power. The International Nuclear Energy Development of Japan entity, includes 12 companies and the Japanese government. The consortium was critical to negotiating the Vietnam deal.

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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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Anne- Marie Slaughter's new book Unfinished Business is reviewed by Laura Vanderkam. Ms. Slaughter says in her new book that part of the unfinished business for women in the workplace is to give women time for child care duties in a way that does not hurt their careers. Anne Marie makes the case on the grounds that this is a social bias. Yet there are many reasons beyond simple fairness, and the value of parental work. Women can contribute to society in different ways than men. For example reports show women are more interested in using technical skills in ways that will benefit developing countries. Women bring a different perspective than men. Women are also prominent in scientific fields. For this contribution to grow and enrich society it can be enlarged by giving women proper benefit for maternity leave, and preserving the ability to come back and contribute in the same way after the maternity leave period is over. Toshiba did this for a female engineer who had made significant contributions in the technical field. Doing this would also help in other ways. It could make it more attractive for women to have kids knowing it will not hurt their careers or the careers of their partners. This is needed in western societies with falling birthrates and declining number of young people to support larger numbers of older people....

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Toshiba bought Westinghouse 2 years ago for $5.4 billion. Westinghouse is only the nuclear power division, three units., one that services nuclear reactors, one that builds nuclear plants and one that provides fuel for nuclear reactors. Because of concerns for climate change and nuclear power looking more acceptable than dirty coal fired plants, sales at Engineering Services unit have tripled since 2003 as dozens of nuclear plants are being refurbished. Now the unit that builds plants is taking off while engineering services is flat in revenues. But the Engineering Services division is trying new things to help engineers do a better job and trying new things with senior managers actively tackling things in the way of growth. The push from Toshiba has helped kickstart the culture at Westinghouse.

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GM plans to bring the Chevy Volt, a plug in type of car that will run more on the battery than the Toyota Prius- which uses gasoline support as soon as it picks up speed- to market in 3 years. But it doesn't yet know how it will do it. What created the opportunity is that Toyota is having a hard time of its own trying to figure out a battery that can provide more electric power, more punch, that would raise the Prius mpg from 46 to about 80 mpg. Its lithium ion technology batteries to achieve this haven't passed the safety tests so Toyota is pushing this back to 2011. This created a opportunity for GM to come up with its own for a plug in Chevy Volt. Its looking a small companies in the US that might supply these batteries. GM has come up with 2 consortiums of suppliers, one from MIT called A123 that is based on the work of MIT Prof.Yet-Ming Chinag who works with iron phosphate technology that is less prone to fires and safety issues. The other is led by S. Korean chemical maker LG Chem. Toshiba is working on research for a lithium ion battery for cars that will be safe on the Japanese side. It is not clear how this will turn out because batteries for laptops have had fires and safety issues, but the R&D is on in earnest for a new safe electric battery for cars. And automakers know its not just about an electric car. On it rests the image and innovation leader perception that is so important in marketing that no amount of advertising can fix, as the US automakers have learned to their extreme grief. ...

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Hitachi's conversion to a leaner, more profit conscious company, learning from rivals, GE, Siemens, IBM and large Korean companies. CEO, Nakanishi, graduated from Stanford with a computer science degree in 1979, during a break from Hitachi. He takes a hands on approach to management and brings this approach to tough assignments to learn what is going wrong. He moved to San Jose, to figure out why the hard disk drive business Hitachi bought from IBM for $2.05 billion was losing money. There he found quality problems were causing 60% of the hard drives coming off the production line with defects. After fixing the problems and achieving 10% profit margins Nakanishi put the company up for sale. Western Digital bought the company for $4.8 billion. His hands on approach includes meeting directly with public officials and ministers in governments around the world that buy its nuclear plants, high speed trains and large machinery. To maintain its preferred bidder status Nakanishi met with Britain's transport minister during the switch in government to the Conservative party in 2010. In his approach he is part of a new breed of Japanese executives, some with education in the U.S., such as Toyota's new CEO, Akio Toyoda, and others such as Toshiba's CEO, Norio Sasaki, who are eager to break away from the mold. Like Toshiba, Hitachi has shifted away from its consumer product lines. Hitachi consumer products are expected to make up only 10% of sales in the coming fiscal year. Emphasis is on the industrial products from nuclear plants to power plant equipment and high speed trains that powered Hitachi from its early beginnings as a maker of mining equipment in the 1920's. These executives are vigilant about a "Not Invented Here Syndrome" typical of large Japanese companies. Nakanishi says there is a lot Japanese companies can learn from rivals about cost and strategies. The experience came with hard knocks. In March 2009, Hitachi announced the biggest loss for a Japanese company upto that time of $9.9 billion. As head of the power and industrial business Nakanishi lost a contract to build a power plant in the Unted Arab Emirates to Korean companies. Compared to Hitachi, Toshiba's strategy is to emphasize industrial products such as nuclear reactors but also keep a presence in consumer products because Sasaki's view is that consumer products require smaller investments and generate cash flow. Jurio Osawa, WSJ, April 9, 2012, Toshiba's Chief Takes Stock....

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Is the Volt an idea vehicle that will be produced on a very small scale too small to have any impact in the car buying scene or worse still an idea vehicle that is ways off a prototype stage or is it something more serious? The battery is a critcal part of this. Toyota worked with Matsushita and Toshiba to develop its battery for the hybrids. GM needs some highly capable partners with large R&D budgets to come up with a suitable battery for the Volt but little information on this is available or GM has not really thought this part through yet.

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The turnaround is huge with Howard Stringer's strategy or refocussing on the main electronics business on which Sony founded itself and thrived in the post war years. Because results were so poor before this the results are huge on digital cameras , new flat panel tvs, andand other consumer electronics except videogames unit. Sales at the electronics unit increased 21%, and operating profit up by $939 million, for 3rd quarter 2007. Stringer has shed most of the non core businesses including the life insurance unit and an online bank spun off 2 weeks ago for $3 billion in an IPO, and selling some semiconductor operations to Toshiba for $800 million last week. Also gone is Aibo, the robot dog. The battery overheating recalls charges are also behind Sony. And the Sony movie studio is making profits with popular movies. These are not reflected in the announced results for 3rd quarter 2007. About $50 billion of Sony's $70 billion in worldwide sales are from electronics. Sony has tieup with Samsung in tv's and this has helped it improve results in its tv business and collaborate to combine resources where needed. Its also investing in technology with a new type of tv screen 0.12 inches thick , enabled by an organic light emitting diode display. Losses continue to mount on the Playstation 3 with losses this year of $847million and more nimble companies like Nintendo have done better in this field. sales are from electronics...

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As Japanese prime minister Noda prepares to restart the Oi nuclear plant in June 2012, former prime minister Naoto Kan, who was premier during the Fukushima nuclear disaster, answers questions in a parliamentary inquiry. He says he realized how dangerous nuclear power can be when it got to the point where the evalcuation of Tokyo was being considered, Japan was then on "the verge of national collapse." His fears were that a number of meltdowns could together " release into the air and sea many times, no, many dozens of times, many hundreds of times the radiation released by Chernobyl." The Japanese public has focussed on the parliamentary hearings because the previous inquiry is thought to have been perfunctory, and not really examined in depth all the issues the Fukushima disaster had raised, and the general feeling is that a proper public dialogue had not taken place. In contrast in Germany the issues had been discussed openly, and the Angela Merkel government which had been receptive to nuclear power reversed its stand on nuclear power. Germany is phasing out dependence on nuclear energy. Kan pointed out that the "nuclear village," the network of nuclear power companies, bureaucrats, and researchers, had hijacked national nuclear policy and was putting Japan back on the same path. He went so far as to compare it with the situation facing Gorbachev in Russia after Chernobyl: "Gorbachev said in his memoirs that the Chernobyl accident exposed the sickness of the Soviet system. The Fukushima accident did the same for Japan." In his assessment of what happened Kan said: "It is impossible to ensure safety sufficiently to prevent the risk of a national collapse. Experiencing the accident convinced me that the best way to make nuclear plants safe is not to rely on them, but rather to get rid of them."...

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A number of issues came up at the Women20 Summit in Berlin. Annette Niederfranke, Director of the International Labor Organization, brought up the issue of family reconciliation as "one of the toughest challenges for working women worldwide," that in order to meet obligations women tended to work in "non standard forms of employment and in part time work linked to lower wages, lower social security, lower benefits, and fewer training possibilities." Childcare was also an issue that was prominent considering the lack of adequate childcare in many countries including in the European Union. With responsibilities for the elderly, babies, and small children women tend to be in the workforce for shorter periods leading to men taking up many of the higher positions. Angela Merkel pointed out that Gemany tended to take a narrow view of professions available to girls, saying- "So it is very very important that we take a broader view of things while girls are still at school." Merkel also supports a Africa compact that would help women set up small and middle size businesses in poor countries. The "Digital" aspects of this and other efforts for women were a major topic being discussed. One idea that came up was that more cooperation from men was needed to make things happen. This is the third Women20 Summit after ones in Turkey and China, and a sense of momentum was felt by women. ...

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Women executives at a panel discussion sponsored by Columbia Universiy in New York, in Dec. 2014, provide ideas for getting more women in Tech fields. Ideas include, mentoring, with early education exposure to technology careers- as early as middle school. One executive says she takes in 150 female high school students to Washington D.C. for leadership training. Other ideas are to turn maternity leave into a positive feature of women's lives by letting women who do well keep their duties by delegating them to others while they are away, and making a smooth pathway back to work full time. The suggestion is to allow a gradual transition to ramp back up to full time work, and allow flexible hours, working from home. In daily work women are encouraged to look for partnerships with other areas of the organization for getting results, and being sensitive to which areas of the organization they need to build support in.

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Aaron Back cites U.S. Bureau of Labor of Statistics figures showing hourly manufacturing wages in 2011 for Japan at a level 89% higher than in South Korea. The decline in the value of the yen to 100 to the dollar is expected to improve the competitiveness of Japan's manufacturing companies in relation to competitors in S. Korea and Taiwan. The higher manufacturing costs in Japan offset some of that advantage. Much depends on Japanese companies recovering in the area of innovation, and improving competitiveness in other ways.