More carmakers caught in headlights of VW engine-rigging scandal

More carmakers caught in headlights of VW engine-rigging scandal
Volkswagen has admitted it installed illegal software into 11 million 2.0 liter and 3.0 liter diesel engines worldwide (AFP Photo/Josh Edelson)

Volkswagen emissions scandal

Iran's 'catastrophic mistake': Speculation, pressure, then admission

Iran's 'catastrophic mistake': Speculation, pressure, then admission
Analsyts say it is irresponsible to link the crash of a Ukraine International Airline Boeing 737-800 to the 737 MAX accidents (AFP Photo/INA FASSBENDER)

Missing MH370 likely to have disintegrated mid-flight: experts

Missing MH370 likely to have disintegrated mid-flight: experts
A Malaysia Airlines Boeing 777 commercial jet.

QZ8501 (AirAsia)

Leaders see horror of French Alps crash as probe gathers pace

"The Recalibration of Awareness – Apr 20/21, 2012 (Kryon channeled by Lee Carroll) (Subjects: Old Energy, Recalibration Lectures, God / Creator, Religions/Spiritual systems (Catholic Church, Priests/Nun’s, Worship, John Paul Pope, Women in the Church otherwise church will go, Current Pope won’t do it), Middle East, Jews, Governments will change (Internet, Media, Democracies, Dictators, North Korea, Nations voted at once), Integrity (Businesses, Tobacco Companies, Bankers/ Financial Institutes, Pharmaceutical company to collapse), Illuminati (Started in Greece, with Shipping, Financial markets, Stock markets, Pharmaceutical money (fund to build Africa, to develop)), Shift of Human Consciousness, (Old) Souls, Women, Masters to/already come back, Global Unity.... etc.) - (Text version)

… The Shift in Human Nature

You're starting to see integrity change. Awareness recalibrates integrity, and the Human Being who would sit there and take advantage of another Human Being in an old energy would never do it in a new energy. The reason? It will become intuitive, so this is a shift in Human Nature as well, for in the past you have assumed that people take advantage of people first and integrity comes later. That's just ordinary Human nature.

In the past, Human nature expressed within governments worked like this: If you were stronger than the other one, you simply conquered them. If you were strong, it was an invitation to conquer. If you were weak, it was an invitation to be conquered. No one even thought about it. It was the way of things. The bigger you could have your armies, the better they would do when you sent them out to conquer. That's not how you think today. Did you notice?

Any country that thinks this way today will not survive, for humanity has discovered that the world goes far better by putting things together instead of tearing them apart. The new energy puts the weak and strong together in ways that make sense and that have integrity. Take a look at what happened to some of the businesses in this great land (USA). Up to 30 years ago, when you started realizing some of them didn't have integrity, you eliminated them. What happened to the tobacco companies when you realized they were knowingly addicting your children? Today, they still sell their products to less-aware countries, but that will also change.

What did you do a few years ago when you realized that your bankers were actually selling you homes that they knew you couldn't pay for later? They were walking away, smiling greedily, not thinking about the heartbreak that was to follow when a life's dream would be lost. Dear American, you are in a recession. However, this is like when you prune a tree and cut back the branches. When the tree grows back, you've got control and the branches will grow bigger and stronger than they were before, without the greed factor. Then, if you don't like the way it grows back, you'll prune it again! I tell you this because awareness is now in control of big money. It's right before your eyes, what you're doing. But fear often rules. …

Sunday, February 7, 2010

Toyota’s Woes Are Those of Japan Inc.

Jakarta Globe, Linda Sieg & Nathan Layne, February 07, 2010

Toyota’s massive recalls exemplify how Japanese companies can suffer from being too inward-looking. (AFP Photo/Yoshikazu Tsuno)

Tokyo. Toyota Motor’s mass recall crisis may seem peculiarly its own, but the top carmaker’s woes are a cautionary tale for other Japanese companies needing to expand abroad and drive earnings growth.

Critics say Toyota, hemorrhaging its reputation for reliability as it recalls millions of cars over a sometimes fatal accelerator defect, failed to balance a traditionally tight management style that ensured quality with the world’s changing demands.

Stefan Lippert, a business professor at Temple University in Japan, calls it the “ kaisha dilemma,” using the Japanese word for “company.” “The incredible success of the Japanese economy is based on the kaisha . It’s based on this specific management model,” he said, referring to Japan’s rapid economic growth before stalling in the 1990s. “However, times have changed.”

If Japanese companies cannot break the mold, they risk losing further ground to South Korean and Chinese rivals that are more proactive in grooming local talent that knows its markets best.

Korea’s Samsung Electronics has pushed aside the Japanese to become the world’s top maker of LCD televisions.

“Toyota is part and parcel of what’s bothering Japan right now,” said Darrel Whitten, managing director of consultant Investor Networks. “They have to come to terms with globalization. I don’t think it’s a situation any more where you can run everything from headquarters.”

The challenge could be especially tough for Japan’s service companies, now facing increasing pressure to look for growth beyond their deflation-plagued home markets.

Fast Retailing, whose popular Uniqlo chain of fast-fashion shops and heat-trapping underwear gets just 12 percent of revenues abroad, for example is expanding aggressively into Asian markets.

“Companies viewed as just domestic are creating an interesting buzz in Asia,” Whitten said. “The question is, can they have flexibility and an open enough management structure that can run a competitive global operation.”

In the 1980s Japan’s tech, motor-vehicle and machinery exporters were the envy of the business world. They charged into overseas markets with high quality but reasonably priced products, taking customers from US and European manufacturers.

Some are still among the top performers in their industries — from Honda in cars to Canon in cameras and copiers to Fanuc in industrial robots.

But others, like once-mighty electronics conglomerate Sony, have lost their competitive edge to more nimble overseas rivals.



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