The latest journalist to press Mitt Romney on his tax returns is the ultra-resourceful Josh Tyrangiel of Businessweek. Here’s how he cleverly posed the question in a recent interview: If you’re an investor and you’re looking at a company, and that company says that its great strength is wise management and fiscal know-how, wouldn’t you want to see the previous, say, five years’ worth of its financials? Alas, no dice. Romney’s response: I’m not a business.
THE PUBLIC DISCUSSION of Europe’s economic crisis has carried a curious air of repression: When commentators have worried about worst-case scenarios—the scenarios that harken back to the dark moments in the Continent’s history—they have generally been dismissed as alarmist. But there are good reasons to treat these dire warnings with the gravest seriousness—to place them within the realm of plausibility. One of these reasons can be found within the file cabinets of the U.S. government. In 2004, the U.S.
Since breaking into the American mass market more than 50 years ago, yogurt has evolved variously with consumer tastes; it’s been dyed, sweetened, lightened, liquidized, mixed with fruit, honey, and candy, and even squeezed into portable plastic tubes. But few iterations can be said to have experienced a more meteoric rise that that of Greek yogurt. Indeed, the Greek yogurt market in the U.S.
with Louis Liss When it comes to design, there’s no question that Apple knows how to impress. Apple CEO Steve Jobs recently addressed the Cupertino, CA city council to pitch a new corporate campus to accommodate the company’s burgeoning workforce. The new facility will be a circular architectural wonder. It will triple green space, add needed office area, and produce its own energy. Critics have cited the new campus as a model for better architecture in Silicon Valley as well as a green marvel. But just as important as how the building is built is where it is built.
In spite of the U.S. Census data for the past decade showing continued job de-centralization, there is now much anecdotal evidence for the just the opposite. The Chicago Crain’s Business Journal reports that companies such as Allstate, Motorola, AT&T, GE Capital, and even Sears are re-considering their fringe suburban locations, generally in stand alone campuses, and may head back to downtown Chicago.
The Union Bank of Switzerland, now called UBS, always seems to have problems with its past. And actually for most of the last 60 years it has had problems with its Jewish customers who had been murdered by the Nazis. Somehow, the bank couldn't find their records. Or, since there were no proper death certificates (issuing them was not a habit in the Sobibor death camp), there was no way of knowing which of them were actually dead. And, in any case, absolute silence was the deal between the counting houses and their depositors. Moreover, the secrecy of Swiss banks was their bond.
I. THERE IS A PARADOX AT THE heart of any cultural institution. It is that the men and women who dedicate themselves to these essential enterprises exert a fiscal and administrative discipline that has nothing whatsoever to do with the discipline of art, which is a disciplined abandon. I imagine that for anybody who founds or sustains or rescues or re-invents a museum, an orchestra, or a dance company, this tension between the institution and the art comes to feel like a natural paradox. There is always a balancing act involved, which helps to explain why the very greatest institution-builder