Sunday, May 22, 2022

Gurbaksh Singh Chahal

How the Russia-Ukraine War and China’s Supply Chain Will Make Food the Most Expensive Commodity Ever



How the Russia-Ukraine War and China’s Supply Chain Will Make Food the Most Expensive Commodity Ever
How China’s Lockdown Will Cause Ripple Effects in the World’s Global Supply Chain China’s “zero-Covid” policy, which aims to eliminate Covid spread during an outbreak. However, as it faces its most difficult challenge yet, this policy is struggling to understand its future. Depression and rage are looming among citizens who are unable to access medical care and food as a result of the unplanned lockdowns......... To avoid falling into the Keynesian liquidity trap, China has implemented a supportive fiscal policy by increasing infrastructure spending. ......... China’s pedantic approach to curb COVID has resulted in jammed ports and highways, deserted workers, and numerous closed factories. These disruptions are rippling throughout the global supply chain, affecting everything from iPhones to automobiles. ......... Supply chains operate in a systematic manner, the decision is simple. You can continue to make the main parts, but if your suppliers who make the small parts stop showing up to work, you won’t be able to make the main parts for much longer. So what do you do? ........ a domestic transport that used to cost 7000 yuan ($1,064 USD) now costs 30,000 yuan ($4,561 USD) to deliver. ......... China alone accounts for 30% of global port backlogs, and the current situation indicates that things are about to get even worse. ....... Shanghai’s port is the largest in the world ...... In an increasingly global world, the problems of China are problems of the world. ............ After Russia, China has the worst-performing stock market, with mid-cap and large-cap stocks falling by around 20%. ......... the increased global reliance on China since the beginning of the first pandemic, as evidenced by a 15.4% increase in Chinese exports since 2021. ........ as the leading manufacturer of solar modules, rare earth, ships, PCs, mobile phones, and containers, China has infiltrated virtually every economic aspect of a country, causing the entire world to revolve and be dependent on China. ....... Previously, China was only a final assembly point, but it now manufactures everything from electronics to components such as IC chips and LCD screens. ....... China emerged as a major player in the auto industry, particularly in the EV supply chain, accounting for 74% of global EV battery production. ........... Russia is a major exporter of wheat, aluminum, coal, natural gas, and oil. Ukraine, on the other hand, exports primarily oilseeds and wheat. The outbreak of war means that supply chains, which had been on the mend after nearly two years of lockdown, will be disrupted. Inflation has resulted from this disruption, particularly in food and energy prices. ............

Countries such as Egypt are suffering from severe food shortages as a result of the war.

...... transportation costs account for 7.7 percent of global GDP ........ Although China’s policies appear to have been effective for less infectious variants, they no longer apply to Omicron. Approximately 40% of Chinese people over the age of 80 have not received a single dose of the Covid vaccine, and approximately 50 million citizens over the age of 60 have an inconsistent vaccination schedule. Inadequate vaccination of the elderly indicates a vulnerability, implying that China will not fully open. ....... Until then, global reliance on China and supply chains has resulted in a perfectly timed lockdown that has brought global supply chains to a halt. Furthermore, the immediate increases in freight prices will gradually, if not immediately, result in an increase in the global price of goods. China is now at the helm of an economic upheaval that will begin to have a ripple effect throughout the world. As the one-month anniversary of Shanghai’s lockdown approaches, the rest of the world will begin to feel the effects of its supply chain woes.
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The Man Who Supposedly Broke Capitalism: Neutron Jack



How Jack Welch’s Reign at G.E. Gave Us Elon Musk’s Twitter Feed The onetime ‘manager of the century’ paved the way for C.E.O.s to moonlight as internet trolls. ......... whom many revered as the greatest chief executive of all time. ........ David Zaslav, the C.E.O. of Warner Bros. Discovery and a Welch disciple, remembered him as an almost godlike figure. “Jack set the path. He saw the whole world. He was above the whole world,” Mr. Zaslav said. “What he created at G.E. became the way companies now operate.” ......... During Mr. Welch’s two decades in power — from 1981 to 2001 — he turned G.E. into the most valuable company in the world, groomed a flock of protégés who went on to run major companies of their own, and set the standard by which other C.E.O.s were measured. ......... “Manager of the Century,” as Fortune magazine crowned him upon his retirement. ......... he exerted a powerful and lasting influence on American business, informing how workers are treated, how shareholders are rewarded and how C.E.O.s comport themselves in an increasingly divisive age. When Donald J. Trump is elected president, when Jeff Bezos argues about inflation with the White House, when Elon Musk negotiates his $44 billion deal to buy Twitter by using the poop emoji — this is the world that Jack Welch helped create. ............ Mr. Welch still looms over the corporate world, living rent-free in the minds of C.E.O.s around the globe. ...... And in more than 100 conversations for “The Man Who Broke Capitalism,” my new book, from which this article is adapted, a broad range of people said some version of the same thing: While it has been more than two decades since Mr. Welch was C.E.O. of G.E., his legacy still affects millions of American households. Almost immediately after Mr. Welch retired in September 2001 with a $417 million severance package, G.E. went into a tailspin from which it would never recover. ........ His pupils, though, went on to run dozens of other major companies, including Home Depot, Albertson’s, Chrysler and Boeing. Most of them failed. ......... And in the decades since Mr. Welch assumed power, the economy at large has come to resemble his skewed priorities. Wages stagnated and jobs moved overseas. C.E.O. pay went stratospheric and buybacks and dividends boomed. Factories closed and companies found ways to pay fewer taxes. ........... Welch also redefined what it meant to be a boss, personifying an aggressive, materialistic style of management that endures to this day. .......... “Jack was the rock star C.E.O. of my era,” said Lynn Forester de Rothschild, one of the rare female media moguls of the 1980s. “We all thought Jack was doing everything right and that success was defined by meeting quarterly earnings to the penny.” ........ In retirement, Mr. Welch continued to hold sway over the business world as an elder statesman, penning books and columns, and appearing on cable news to praise the executives he had groomed and continue his assault on taxation and regulation. ........... Mr. Welch also pursued an unexpected retirement pastime: He became an internet troll. His old friend Donald J. Trump seemed to lead the way on many conspiracy theories that Mr. Welch embraced. But by 2012, Mr. Welch was picking fights of his own with his online adversaries, trying to own the libs on Twitter and promulgating conspiracy theories about the Obama administration. ............ a career defined by a ruthless devotion to maximizing short-term profits at any cost, and punctuated by a foray into misinformation. And it opened the door to an era where billionaire C.E.O.s are endowed with vast power and near total impunity. ......... G.E., too, is still reckoning with Mr. Welch’s legacy. For two decades after he retired, a succession of C.E.O.s tried and failed to return the company to its former glory. Then last year, G.E. management admitted defeat and made an announcement — the company would be broken up for good. ......... G.E. was worth $14 billion when Mr. Welch became C.E.O., just months after Ronald Reagan took office. Not long before Mr. Welch retired, just days before Sept. 11, 2001, the company was worth $600 billion, the most valuable company on Earth. ...........

the ways in which Mr. Welch created so much shareholder value often did more harm than good.

......... He was

a compulsive dealmaker, fueling G.E.’s growth with a relentless series of mergers and acquisitions

that took G.E. far from its industrial roots and set in motion a wave of corporate consolidation that would reduce competition in industries as diverse as airlines and media. .......... He closed factories and fired employees by the tens of thousands, unleashing a series of mass layoffs that destabilized the American working class. He devised systems like “stack ranking,” which mandated that the bottom 10 percent of workers be fired each year, and took root at other companies. And he embraced offshoring and outsourcing, sending labor overseas and turning to other companies to provide back-office functions like accounting and printing. .............. the nickname he hated but could never shake: “Neutron Jack,” a reference to the neutron bomb, which purportedly kills people while leaving buildings intact. .......... Welch’s obsession with finance that allowed him to steadily inflate G.E.’s valuation in the public markets. .......... By the time he retired, the company derived much of its profit from GE Capital, which was essentially

a giant unregulated bank. Mr. Welch called it “the blob”

— it was an amorphous, ever-changing collection of financial assets, capable of delivering whatever adjustments were most advantageous to the parent company in a moment’s notice. ............... The finance division became G.E.’s center of gravity, ultimately accounting for 40 percent of its revenue and 60 percent of its profit. With so much money coursing through the finance division, Mr. Welch used it to his advantage, shifting zeros throughout a sprawling international web of subsidiaries, and extracting whatever he needed to meet or beat analysts’ estimates for nearly 80 quarters in a row, an unprecedented run. It was what one influential analyst called “earnings on demand.” ................ the finance division was used to keep the stock price ticking up. ......... “There was very little transparency,” said Beth Comstock, a longtime G.E. marketing executive. “G.E. had a financial army that was able to close the quarter the way we’d said we would.” .......... in 2009, G.E. announced that it had settled sweeping accounting fraud charges with the Securities and Exchange Commission that pointed to decades of impropriety. ................. “G.E. bent the accounting rules beyond the breaking point” ........ This wasn’t a one-off anomaly ....... Distorting earnings was a well established practice inside the company. In its complaint, the S.E.C. took pains to note that G.E. met or beat analyst expectations every quarter from 1995 through 2004. .......... For the better part of a century, G.E. was the most influential company in the country when it came to organizational design and executive development. ........... Charles Coffin, who took over G.E. in 1892, was known as the “father of professional management.” An influential Harvard Business School case study chronicled how G.E. became “a bellwether” for American business operations. In refining its own internal processes and training methods over the decades, the study argued, “G.E. found itself at the leading edge of management practice.” .............. “When a company needs a loan, it goes to a bank,” Fortune magazine once wrote. “When a company needs a C.E.O., it goes to General Electric, which mints business leaders the way West Point mints generals.” ........ G.E. even had its own elite training ground for up-and-coming stars, a retreat where white collar gladiators could hone their skills. Known as Crotonville, the campus was spread across 52 acres in the bucolic village of Croton-on-Hudson, just north of New York City and not far from West Point. .......... The center was the first of its kind, and it would inspire other corporations, including IBM, Hitachi, and Boeing, to create similar centers. It served as an in-house business school for the dozens of G.E. executives who studied Mr. Welch’s playbook and went on to manage other companies ........... For a time in the early 2000s, five of the top 30 companies in the Dow Jones industrial average were run by men who had worked for Mr. Welch. “That’s why they got hired,” said William Conaty, G.E.’s longtime chief of human resources. “Because they had the playbook. They had the G.E. tool kit. And boards back then thought that was the answer.” .......... the same story seemed to repeat itself ad infinitum. ........ A G.E. executive was named C.E.O. of another company. News of the appointment sent the stock of that company soaring. The incoming leaders were lavished with riches when they took their new jobs, signing multimillion-dollar contracts that ensured them a gilded retirement, no matter how well they performed. A period of job cuts usually ensued, and profits sometimes rose for a few quarters, or even a few years. But inevitably, morale cratered, the business wobbled, the stock price sank and the Welch disciple was sent packing. ........... “But they were just cost cutters. And you can’t cost cut your way to prosperity.” .......... Over the past 25 years, a succession of men who worked for Mr. Welch refashioned the airplane maker’s culture to resemble G.E.’s, transforming a company that once made a priority of aeronautical engineering into one that thrived on financial engineering. ........... The “Manager of the Century” was unbowed in retirement, barreling through the twilight of his life with the same bombast that defined his tenure as C.E.O. .......... He refashioned himself as a management guru and created a $50,000 online M.B.A. in an effort to instill his tough-nosed tactics in a new generation of business leaders. (The school boasts that “more than two out of three students receive a raise or promotion while enrolled.”) He cheered on the political rise of Mr. Trump, then advised him when he won the White House. .......... In his waning days, Mr. Welch emerged as a trafficker of conspiracy theories. He called climate change “mass neurosis” and “the attack on capitalism that socialism couldn’t bring.” He called for President Trump to appoint Rudy Giuliani attorney general and investigate his political enemies. ................. in 2012. That’s when he took to Twitter and accused the Obama administration of fabricating the monthly jobs report numbers for political gain. The accusation was rich with irony. .......... While Mr. Welch’s claim was baseless, conservative pundits picked up on the conspiracy theory and amplified it on cable news and Twitter. Even Mr. Trump, then merely a reality television star, joined the chorus, calling Mr. Welch’s bogus accusation “100 percent correct” and accusing the Obama administration of “monkeying around” with the numbers. It was one of the first lies to go viral on social media, and it had come from one of the most revered figures in the history of business. ............... the entirety of his legacy. They didn’t dwell on the downsizing, the manipulated earnings, the Twitter antics. ......... creating a world where manufacturing jobs have evaporated as C.E.O. pay soars, where buybacks and dividends are plentiful as corporate tax rates plunge. ........ one of the most enduring bits of disinformation of all: the notion that Jack Welch was the greatest C.E.O. of all time.

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Saturday, May 21, 2022

News: May 21

US economy could outpace China's China’s strict COVID lockdowns could cause its economic growth to drop below that of the U.S. this year, the first time America will have outpaced the People’s Republic since the Cultural Revolution ended in 1976. ........ China’s gross domestic product will increase 2% in 2022, while U.S. GDP will climb by 2.8%.



Musk calls ESG a ‘scam.’ Is he right? Tesla CEO Elon Musk has blasted ESG investing as a “a scam” after his electric vehicle company was booted from a top index of socially responsible companies over labor practice concerns. Musk tweeted that S&P had lost its “credibility” by pulling Tesla from its index of companies that meet environmental, social and governance (ESG) criteria, while leaving oil giant Exxon Mobil on the list.

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