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Last month, it eclipsed Walmart as the most valuable retailer in the country, with a market valuation of $250 billion, and Forbes deemed Mr. Bezos the fifth-wealthiest person on earth.

Others who cycled in and out of the company said that what they learned in their brief stints helped their careers take off. And more than a few who fled said they later realized they had become addicted to Amazon’s way of working.

Amazon may be singular but perhaps not quite as peculiar as it claims. It has just been quicker in responding to changes that the rest of the work world is now experiencing: data that allows individual performance to be measured continuously, come-and-go relationships between employers and employees, and global competition in which empires rise and fall overnight. Amazon is in the vanguard of where technology wants to take the modern office: more nimble and more productive, but harsher and less forgiving.

“Organizations are turning up the dial, pushing their teams to do more for less money, either to keep up with the competition or just stay ahead of the executioner’s blade,”

At its best, some employees said, Amazon can feel like the Bezos vision come to life, a place willing to embrace risk and strengthen ideas by stress test. Employees often say their co-workers are the sharpest, most committed colleagues they have ever met, taking to heart instructions in the leadership principles like “never settle” and “no task is beneath them.”

In contrast to companies where declarations about their philosophy amount to vague platitudes, Amazon has rules that are part of its daily language and rituals, used in hiring, cited at meetings and quoted in food-truck lines at lunchtime

“You can work long, hard or smart, but at Amazon.com you can’t choose two out of three,” Mr. Bezos wrote in his 1997 letter to shareholders

mazon, though, offers no pretense that catering to employees is a priority. Compensation

As the company has grown, Mr. Bezos has become more committed to his original ideas, viewing them in almost moral terms, those who have worked closely with him say. “My main job today: I work hard at helping to maintain the culture,”

perhaps the most distinctive is his belief that harmony is often overvalued in the workplace — that it can stifle honest critique and encourage polite praise for flawed ideas. Instead, Amazonians are instructed to “disagree and commit” (

According to early executives and employees, Mr. Bezos was determined almost from the moment he founded Amazon in 1994 to resist the forces he thought sapped businesses over time — bureaucracy, profligate spending, lack of rigor. As the company grew, he wanted to codify his ideas about the workplace, some of them proudly counterintuitive, into instructions simple enough for a new worker to understand, general enough to apply to the nearly limitless number of businesses he wanted to enter and stringent enough to stave off the mediocrity he feared.

Company veterans often say the genius of Amazon is the way it drives them to drive themselves. “If you’re a good Amazonian, you become an Amabot,” said one employee, using a term that means you have become at one with the system.

But in its offices, Amazon uses a self-reinforcing set of management, data and psychological tools to spur its tens of thousands of white-collar employees to do more and more. “The company is running a continual performance improvement algorithm on its staff,” said Amy Michaels, a former Kindle marketer.

As the newcomers acclimate, they often feel dazzled, flattered and intimidated by how much responsibility the company puts on their shoulders and how directly Amazon links their performance to the success of their assigned projects

Every aspect of the Amazon system amplifies the others to motivate and discipline the company’s marketers, engineers and finance specialists: the leadership principles; rigorous, continuing feedback on performance; and the competition among peers who fear missing a potential problem or improvement and race to answer an email before anyone else.

many others said the culture stoked their willingness to erode work-life boundaries, castigate themselves for shortcomings (being “vocally self-critical” is included in the description of the leadership principles) and try to impress a company that can often feel like an insatiable taskmaster.

“One time I didn’t sleep for four days straight,” said Dina Vaccari, who joined in 2008 to sell Amazon gift cards to other companies and once used her own money, without asking for approval, to pay a freelancer in India to enter data so she could get more done. “These businesses were my babies, and I did whatever I could to make them successful.”

To prod employees, Amazon has a powerful lever: more data than any retail operation in history. Its perpetual flow of real-time, ultradetailed metrics allows the company to measure nearly everything its customers do:

Amazon employees are held accountable for a staggering array of metrics, a process that unfolds in what can be anxiety-provoking sessions called business reviews, held weekly or monthly among various teams. A day or two before the meetings, employees receive printouts, sometimes up to 50 or 60 pages long, several workers said. At the reviews, employees are cold-called and pop-quizzed on any one of those thousands of numbers.

Ms. Willet’s co-workers strafed her through the Anytime Feedback Tool, the widget in the company directory that allows employees to send praise or criticism about colleagues to management. (While bosses know who sends the comments, their identities are not typically shared with the subjects of the remarks.) Because team members are ranked, and those at the bottom eliminated every year, it is in everyone’s interest to outperform everyone else.

many workers called it a river of intrigue and scheming. They described making quiet pacts with colleagues to bury the same person at once, or to praise one another lavishly. Many others, along with Ms. Willet, described feeling sabotaged by negative comments from unidentified colleagues with whom they could not argue

The rivalries at Amazon extend beyond behind-the-back comments. Employees say that the Bezos ideal, a meritocracy in which people and ideas compete and the best win, where co-workers challenge one another “even when doing so is uncomfortable or exhausting,” as the leadership principles note, has turned into a world of frequent combat

Resources are sometimes hoarded. That includes promising job candidates, who are especially precious at a company with a high number of open positions. To get new team members, one veteran said, sometimes “you drown someone in the deep end of the pool,” then take his or her subordinates. Ideas are critiqued so harshly in meetings at times that some workers fear speaking up.

David Loftesness, a senior developer, said he admired the customer focus but could not tolerate the hostile language used in many meetings, a comment echoed by many others.

Each year, the internal competition culminates at an extended semi-open tournament called an Organization Level Review, where managers debate subordinates’ rankings, assigning and reassigning names to boxes in a matrix projected on the wall. In recent years, other large companies, including Microsoft, General Electric and Accenture Consulting, have dropped the practice — often called stack ranking, or “rank and yank” — in part because it can force managers to get rid of valuable talent just to meet quotas.

Molly Jay, an early member of the Kindle team, said she received high ratings for years. But when she began traveling to care for her father, who was suffering from cancer, and cut back working on nights and weekends, her status changed. She was blocked from transferring to a less pressure-filled job, she said, and her boss told her she was “a problem.” As her father was dying, she took unpaid leave to care for him and never returned to Amazon.

“When you’re not able to give your absolute all, 80 hours a week, they see it as a major weakness,” she said.

A woman who had thyroid cancer was given a low performance rating after she returned from treatment. She says her manager explained that while she was out, her peers were accomplishing a great deal. Another employee who miscarried twins left for a business trip the day after she had surgery. “I’m sorry, the work is still going to need to get done,” she said her boss told her. “From where you are in life, trying to start a family, I don’t know if this is the right place for you.”

A woman who had breast cancer was told that she was put on a “performance improvement plan” — Amazon code for “you’re in danger of being fired” — because “difficulties” in her “personal life” had interfered with fulfilling her work goals. Their accounts echoed others from workers who had suffered health crises and felt they had also been judged harshly instead of being given time to recover.

Amazon retains new workers in part by requiring them to repay a part of their signing bonus if they leave within a year, and a portion of their hefty relocation fees if they leave within two years.

In interviews, 40-year-old men were convinced Amazon would replace them with 30-year-olds who could put in more hours, and 30-year-olds were sure that the company preferred to hire 20-somethings who would outwork them. A

A 2013 survey by PayScale, a salary analysis firm, put the median employee tenure at one year, among the briefest in the Fortune 500

Recruiters, though, also say that other businesses are sometimes cautious about bringing in Amazon workers, because they have been trained to be so combative. The derisive local nickname for Amazon employees is “Amholes” — pugnacious and work-obsessed.

By the time the dust settles in three years, Amazon will have enough space for 50,000 employees or so, more than triple what it had as recently as 2013.

just as Jeff Bezos was able to see the future of e-commerce before anyone else, she added, he was able to envision a new kind of workplace: fluid but tough, with employees staying only a short time and employers demanding the maximum.

“Amazon is driven by data,” said Ms. Pearce, who now runs her own Seattle software company, which is well stocked with ex-Amazonians. “It will only change if the data says it must — when the entire way of hiring and working and firing stops making economic sense.”

Paying well obviously helps attract and retain staff, who might otherwise go to chains where the pace of work is slower. But it also serves to drive up wages across the industry, which, because of Aldi’s lower overall employee costs, hurts its competitors more.

Lacking capital, they stocked only a tight range of staples, such as pasta and soap, planning to widen the offering later. But they soon realised that offering a limited selection of cheap, fast-selling goods kept their costs down and the cash flowing, which they could use to invest in new stores. As the former Aldi executive Dieter Brandes and his son Nils wrote in “Bare Essentials”, their book about the company: “Basically, a completely new business model was created along the lines of a discovery in the natural sciences: by accident.”

in 1961, when they had 300 stores, they chose to split Aldi, short for Albrecht Discount, into two parts. The “Aldi equator” ran through Essen, with Theo taking the part of Germany to the north, and Karl the south. Aldi North and Aldi South shared all information, except profits, and conducted some supplier negotiations jointly, but were otherwise run separately, with their stores carrying different product ranges and featuring differently coloured floors – one yellow and one grey.

Theo continued to put in long hours at the office, managing even the smallest details in his quest to save money. He wore pencils down to the nubs and turned off the light when entering an office if he judged that his staff could see well enough without it. He once told his board to look at the thickness of the paper used for photocopies. Outside consultants and media interviews were banned, considered unnecessary expenditures or distractions. Asceticism was a virtue in life and business, he believed. “People live more on what they do not eat,” he once said. He wanted Aldi to be a place where “people who don’t hate their money can safely go shopping”

In their book “Bare Essentials”, Dieter and Nils Brandes argued that Aldi’s embrace of kaizen, its lean management structure and just-in-time approach to inventory – taking delivery of stock only when needed, to cut holding costs – made it the “most Japanese” company in Germany.

1976, Aldi South, Karl’s company, opened the first Aldi store on the east coast of the US. Three years later, in 1979, Theo’s Aldi North purchased Trader Joe’s, a California chain that sells cheap gourmet foods and enjoys a cult-like following. (The US is still the only foreign market where both Aldis operate.)

Second, the main chains – the big four as well as the leading “soft” discounter Kwik Save (which stocked a larger range than Aldi) – were listed on the stock exchange. The best way to fight Aldi early on is to slash prices, but few bosses of public companies are happy to accept lower profits, and thus lower bonuses, by pursuing long-term strategies

Fourth, and most importantly, the UK is, by global standards, a high-wage economy. This means that labour costs make up a big part of a supermarket’s operating expenses. Here, discounters have a major competitive advantage, because their business model – stocking a small range of products, eschewing delicatessens and promotions, and so on – allows them to operate with fewer, more productive, staff. (The most important performance measure in any Aldi branch is revenue divided by employee hours.)

arl Albrecht, who was famously secretive, only spoke publicly about Aldi’s business model on one occasion – in 1953. Its fundamental principles, he said, were “narrow product range and low price, [which] cannot be separated

As a private company, with no shareholders other than Karl Albrecht’s family to answer to, it could afford to be patient. “Aldi is very attuned to going into a country, making the investment, and building slowly and steadily,” said Richard Hyman, the retail expert. “Most other companies don’t have a 30-year view – or even a five-year view.”

By the time the supermarkets awoke to the structural shift that had occurred in the industry, the damage was done. “The big four bosses were not just sleeping at the wheel,” said Black. “They were comatose.”

“Ten years ago we had 900 lines, now we have 1,800,” said Neale. “That’s not because we are trying to become a big-four retailer, it’s because consumer tastes have evolved. We are managing the equilibrium between what customers want and costs.”

As the large supermarkets have realised, it is very hard to make money from internet sales because the profit margin on groceries is small and the delivery costs are so high – but now they can’t reverse course without losing customers. Andy Clarke, the former boss of Asda, told the Sunday Times last year that if the big four supermarkets had their time again “they wouldn’t have offered home deliveries, full stop”. “Online groceries are a cost drain,” Neale said. “Why should 90% of customers subsidise the 10% who get free home delivery?”

All supermarkets have their own private labels: made not by them, but for them, by manufacturers who agree to put their merchandise in a bag or box with the grocer’s logo on it. But Aldi takes this to extremes: more than 90% of the products it sells, from shaving cream to dark chocolate and frozen pizza, are private labels

Stocking mostly own-label goods allows the company to order huge quantities of a single item, to its own specifications, at a low unit cost.

Aldi’s entire ketchup order comes from one manufacturer that can operate the same, unchanging product run, all the time, and has no marketing costs to build into the price. “For many SKUs we are the biggest buyer by a country mile,” Neale said.

Among UK suppliers, who have often been treated badly by the big supermarkets, with their pressure for back margin fees and slow payment terms, Aldi has a good reputation

in 2010, following the death of Theo, which it said brought to an end “the story of the most eccentric, secretive and mysterious pair of siblings in Germany’s post-war economic history”. Karl died four years later, the richest man in Germany with a net worth of $25bn. (Second on the list was Dieter Schwarz, the Lidl owner, followed by Theo’s heirs.)

In 2017, Aldi South’s revenues reached €52bn, with about 20% of that from the UK and Ireland. In Ireland, Aldi has 12% of the market, and in Australia 13%, behind Woolworths and Coles. Its share in the US is only 2% – but Aldi plans to raise its number of outlets from 1,800 to 2,500 by 2022, which would make it the third-biggest chain in the US by store count, after Walmart and Kroger

In the UK there is still plenty of room to grow. Aldi hopes to have 1,000 shops in three years, up from just over 800 today. Dave McCarthy, a retail analyst at HSBC, said that given Aldi and Lidl’s expansion plans, their share of the market could peak at more than 20%.

Clementine concluded by citing a French proverb, “One can reign over hearts only by keeping one’s composure.”

Winston got the message and found ways to make amends. As his private secretary, Jock Colville, later recalled, “When he was at No. 10 there was always laughter in the corridors, even in the darkest and most difficult times.”

it might have been lost if he hadn’t won the confidence and love of those who made the victory possible.

horrible bosses make for leadership failures, for reasons that should be obvious.

Office tantrums bespeak a broader absence of self-control

Suspiciousness undermines the trust necessary for effective leadership

High-handedness and jealousy drive away talent and ambition

Whatever else Americans may need in our next commander in chief, what we don’t need is an irascible executive running an administration along feudal lines, with the serfs made to pay the price. Calming the country requires calm at the top.

It was The Economists’ Hour, as the title of the New York Times editorial writer Binyamin Appelbaum’s debut book has it.

Lemann and Appelbaum contribute to the second wave of post-2008 commentary. The first postmortems focused narrowly on the global financial crisis, dissecting the distorted incentives, regulatory frailty, and groupthink that caused bankers to blow up the world economy

The new round of analysis broadens the lens, searching out larger political and intellectual wrong turns, an expansion that reflects the morphing of the 2008 crash into a general populist surge.

Berle went further. He laid out in detail how shareholders, being so dispersed and numerous, could not hope to restrain bosses—indeed, how nobody could do so. Enormous powers to shape society belonged to company chieftains who answered to no one. Hence Berle’s prescription: The government should regulate them.

“the Treaty of Detroit,” GM’s bosses granted workers regular cost-of-living pay increases, a measure of job security, health insurance, and a pension—benefits that were almost unheard-of. General Motors had “set itself up as a comprehensive welfare state for its workers,” in Lemann’s succinct formulation.

Berle celebrated the Treaty of Detroit by propounding a pro-corporate liberalism. The corporation had become the “conscience-carrier of twentieth-century American society,” he marveled

Anticipating the “end of history” triumphalism of a later era, the sociologist Daniel Bell feted the corporatist order in a book titled The End of Ideology.

the chief threat to Berle’s vision came not from America’s suspicion of concentrated power. It came from economics

Starting in the 1970s, however, economists began to wield extraordinary influence. They persuaded Richard Nixon to abolish the military draft. They brought economics into the courtroom. They took over many of the top posts at regulatory agencies

The rise of economics, Appelbaum writes, “transformed the business of government, the conduct of business, and, as a result, the patterns of everyday life.

Jensen agreed with Berle’s starting point: Corporate managers were unaccountable because shareholders could not restrain them. But rather than seeing a remedy in checks exerted by regulators and organized labor, Jensen proposed to overhaul the firm so that ownership and control were reunited

In sum, Jensen’s prescriptions inverted Berle’s. The market could be made to solve the problem of the firm. Government could pull back from regulation

After decades in which economists’ influence expanded rapidly, the striking thing about the Trump administration and its foreign analogues is that they have largely dispensed with economic advisers

Shortly after the publication of his research, the invention of junk bonds made hostile takeovers the rage. During the ’80s, more than a quarter of the companies on the Fortune 500 list were targeted. Jensen became the scholar who explained why this unprecedented boardroom bloodbath was good news for America.

to a considerable extent, the news was good. Shielded from market discipline, the old corporate heads had deployed capital carelessly

From 1977 to 1988, Jensen calculated, American corporations had increased in value by $500 billion as a result of the new market for corporate control. Reengineered and reinvigorated, American business staved off what might have been an existential threat from Japanese competition.

Yet a large cost eluded Jensen’s calculations. The social contract of the Berle era was gone: the unstated assumption of lifetime employment, the promise of retirement benefits, the sense of community and stability and shared purpose that gave millions of lives their meaning. Berle had viewed the corporation as a social and political institution as much as an economic one, and the dismembering of corporations on purely economic grounds was bound to generate fallout that had not been accounted for

Even before the 2008 crash, Jensen disavowed the transactional culture he had helped to legitimize. Holy shit, Jensen remembers saying to himself. Anything can be corrupted.

Contrary to common presumption, the economics establishment in the 1990s and 2000s did not believe that markets were perfectly efficient. Rather, influential economists took the pragmatic view that markets would discipline financiers more effectively than regulators could

He is happy to state at the outset that market-oriented reforms have lifted billions out of poverty, and to recognize that the deregulation that helped undo Berle-ism was not some kind of right-wing plot. In the late ’70s, it was initiated by Democrats such as President Jimmy Carter and Senator Ted Kennedy.

Inequality has grown to unacceptable extremes in highly developed economies. From 1980 to 2010, life expectancy for poor Americans scandalously declined, even as the rich lived longer.

Meanwhile, the primacy of economics has not generated faster economic growth. From 1990 until the eve of the financial crisis, U.S. real GDP per person grew by a little under 2 percent a year, less than the 2.5 percent a year in the oil-shocked 1970s.

economists have repeatedly made excessive claims for their discipline

In the ’60s, Kennedy’s and Johnson’s advisers thought they had the business cycle tamed. They believed they could prevent recessions by “fine-tuning” tax and spending policies

When this expectation was exposed as hubris, Milton Friedman urged central banks to focus exclusively on the supply of money circulating in the economy. This too was soon discredited. From the ’90s onward, economists oversold the benefits of targeting inflation, forgetting that other perils—the human cost of unemployment, the destabilization wrought by financial bubbles—might well be worse than rising prices

Greenspan and Summers ducked the political challenge of buffering new kinds of financial trading with regulatory safeguards

Michael C. Jensen, an entertainingly impassioned financial economist who reframed attitudes toward the corporation in the mid-’70s.

today’s fierce international competition and disruptive innovation oblige businesses to cut costs or go under. The dilemma is that, even as they compel efficiency, globalization and technological change exacerbate inequality and uncertainty and therefore the need for a compassionate social contract

LinkedIn is not a solution to worker insecurity writ large, still less to inequality. On the contrary, a world in which people compete to gather connections may be even less equal than our current one. A few high-octane networkers will attract large followings, while a long tail of pedestrians will have only a handful of buddies

Rather than buy in to a single grand vision, societies should prefer a robust contest among interest groups—what Lemann calls pluralism. Borrowing from the forgotten early-20th-century political scientist Arthur Bentley, Lemann defines groups broadly. States and cities are “locality groups,” income categories are “wealth groups,” supporters of a particular politician constitute “personality groups.” People inevitably affiliate themselves with such groups; groups naturally compete to influence the government; and the resulting push and pull, not squabbles among intellectuals about organizing concepts, constitutes the proper stuff of politics

Lemann is aware of the risks in this conclusion. He cites the obvious objection: “The flaw in the pluralist heaven is that the heavenly chorus sings with a strong upper-class accent.” In a contest of competing interest groups, the ones with the most money are likely to win

For those who regard inequality as a challenge, an interest-group free-for-all is a perilous prescription.

Appelbaum presents a series of persuasive recommendations, confirming that Lemann is wrong to despair of reasoned, technocratic argument. If policy makers want ordinary Americans to appreciate the benefits of open trade, they must ensure that displaced workers have access to training and health care. Because some interest groups are weaker than others, government should correct the double standard by which the power of labor unions is regarded with antipathy but the power of business monopolies is tolerated

Progressives should look for ways to be pro-competition but anti-inequality

—it isn’t so clear that the economists have departed

throughout Appelbaum’s narrative, many of the knights who slay the dragons of bad economic ideology are economists themselves. The story of the past generation is more about debates among economists than about economists pitted against laypeople. Perhaps, with a bit of humility and retooling, the economists will have their day again. If they do not come up with the next set of good ideas, it is not obvious who will

bosses expect that in a post-pandemic world an average of 1.3 days a week will be worked from home—a quarter more than they expected when asked the same question in January.

Many people remain scared of contracting covid-19, and thus wish to avoid public spaces.

workers have more bargaining power.

it takes a brave boss to make people take a sweaty commute five days a week (workers view being forced to be in the office full-time as equivalent to a 5% pay cut).

Work that is largely done remotely may be more efficient compared with an office-first model.

Not all the papers find a positive impact on productivity. A recent paper by Michael Gibbs of the University of Chicago and colleagues studies an Asian IT-services company. When the firm shifted to remote work last year average hours rose but output fell slightly.

“higher communication and co-ordination costs”. For instance, managers who had once popped their head round someone’s door may have found it harder to convey precisely what they needed when everyone was working remotely.

more positive results

Only 15% of home-workers believe they are less efficient working in this way than they were on business premises before the pandemic, according to a paper published by the team in Apri

One possibility is that they can more easily focus on tasks than in an office, where the temptation to gossip with a co-worker looms large.

Commuting, moreover, is tiring. Another factor relates to technology.

Remote workers, by necessity, rely more on tools such as Slack and Microsoft Teams. This may allow bosses to co-ordinate teams more effectively, if the alternative in the office was word-of-mouth instructions that could easily be forgotten or misinterpreted.

If it is so wonderful, then why is there little evidence of a shift towards “fully remote” work, where firms shut down their offices altogether? Companies that have chosen to do this are in a tiny minority.

A new study in Nature Human Behaviour, however,suggests that firms have good reason to hold on to their office buildings, even if they are used less frequently.

. In contemporary Russia, unlike the old USSR or present-day North Korea, the stage is constantly changing: the country is a dictatorship in the morning, a democracy at lunch, an oligarchy by suppertime, while, backstage, oil companies are expropriated, journalists killed, billions siphoned away. Surkov is at the centre of the show, sponsoring nationalist skinheads one moment, backing human rights groups the next. It’s a strategy of power based on keeping any opposition there may be constantly confused, a ceaseless shape-shifting that is unstoppable because it’s indefinable.

Newly translated postmodernist texts give philosophical weight to the Surkovian power model. François Lyotard, the French theoretician of postmodernism, began to be translated in Russia only towards the end of the 1990s, at exactly the time Surkov joined the government. The author of Almost Zero loves to invoke such Lyotardian concepts as the breakdown of grand cultural narratives and the fragmentation of truth: ideas that still sound quite fresh in Russia. One blogger has noted that ‘the number of references to Derrida in political discourse is growing beyond all reasonable bounds. At a recent conference the Duma deputy Ivanov quoted Derrida three times and Lacan twice.’ In an echo of socialism’s fate in the early 20th century, Russia has adopted a fashionable, supposedly liberational Western intellectual movement and transformed it into an instrument of oppression.

In Soviet times a functionary would at least nominally pretend to believe in Communism; now the head of one of Russia’s main TV channels, Vladimir Kulistikov, who used to be employed by Radio Free Europe, proudly announces that he ‘can work with any power I’m told to work with’. As long as you have shown loyalty when it counts, you are free to do anything you like after hours. Thus Moscow’s top gallery-owner advises the Kremlin on propaganda at the same time as exhibiting anti-Kremlin work in his gallery; the most fashionable film director makes a blockbuster satirising the Putin regime while joining Putin’s party; Surkov writes a novel about the corruption of the system and rock lyrics denouncing Putin’s regime – lyrics that would have had him arrested in previous times.

In Soviet Russia you would have been forced to give up any notion of artistic freedom if you wanted a slice of the pie. In today’s Russia, if you’re talented and clever, you can have both. This makes for a unique fusion of primitive feudal poses and arch, postmodern irony

This is the world Surkov has created, a world of masks and poses, colourful but empty, with little at its core but power for power’s sake and the accumulation of vast wealth.

“! Keep Anna Chennault working on” South Vietnam, Haldeman scrawled, recording Nixon’s orders. “Any other way to monkey wrench it? Anything RN can do.”

Nixon told Haldeman to have Rose Mary Woods, the candidate’s personal secretary, contact another nationalist Chinese figure — the businessman Louis Kung — and have him press Thieu as well. “Tell him hold firm,” Nixon said.

Throughout his life, Nixon feared disclosure of this skulduggery. “I did nothing to undercut them,” he told Frost in their 1977 interviews. “As far as Madame Chennault or any number of other people,” he added, “I did not authorize them and I had no knowledge of any contact with the South Vietnamese at that point, urging them not to.” Even after Watergate, he made it a point of character. “I couldn’t have done that in conscience.”

Nixon had cause to lie. His actions appear to violate federal law, which prohibits private citizens from trying to “defeat the measures of the United States.”

Time has yielded Nixon’s secrets. Haldeman’s notes were opened quietly at the presidential library in 2007, where I came upon them in my research for a biography of the former president.

They contain other gems, like Haldeman’s notations of a promise, made by Nixon to Southern Republicans, that he would retreat on civil rights and “lay off pro-Negro crap” if elected president

When Johnson got word of Nixon’s meddling, he ordered the F.B.I. to track Chennault’s movements. She “contacted Vietnam Ambassador Bui Diem,” one report from the surveillance noted, “and advised him that she had received a message from her boss … to give personally to the ambassador. She said the message was … ‘Hold on. We are gonna win. … Please tell your boss to hold on.’ ”

In a conversation with the Republican senator Everett Dirksen, the minority leader, Johnson lashed out at Nixon. “I’m reading their hand, Everett,” Johnson told his old friend. “This is treason.”“I know,” Dirksen said mournfully.

The 2.6m words of his report will necessarily take much longer to digest, but the defining sting was conveyed in just six words penned by Tony Blair himself, in a letter to Mr Bush in July 2002 – “I will be with you, whatever”.

Here, in essence, we have the private promise from which every abuse of public process would flow

he negated the value of all this insight, and fatally compromised his own preference for constructing a UN-blessed route to war, by preceding it all with the bald vow that Washington could count on him.

Regime change was the unabashed objective of the White House, and by hitching himself to Washington with no get-out clause, Mr Blair effectively made that his policy too. It was an appalling mistake, first of all, because it involved committing the country to a war of choice, for which there was no real rationale, only an angry impulse to lash out to avenge the twin towers without paying heed to the distinction between militant Islamism and secular Ba’athism

Once committed, Mr Blair switched off the ordinary critical faculties that he applied to other affairs, and closed his ears to the warnings of the experts about the difficulties that could follow an invasion, and the grave doubts about Iraq being an imminent threat.

Entirely out of character, the great election winner who always insisted that “the British people are the boss”, closed his ears to great swaths of the country. From radical leftists to commonsensical Tories of a that’ll-never-work disposition, thinking Britain – the Guardian included – smelt a rat. It took to the streets to protest in numbers not seen before. But in this case Mr Blair did not regard the British people but the US president as the boss.

A rightwing practitioner of realpolitik could have been straight about the calculation to hold fast to an American alliance that served Britain well, come what may. That would have been unsavoury to idealists, but would have been a cogent – hard-headed, if also hard-hearted – point of view

That, however, is not the tradition in which Mr Blair has ever placed himself. As the high emotion of his protracted and schmaltzy press conference today exposed once again – complete with a refusal to admit to having made the wrong call, and the bizarre insistence that the war had made the world safer – it is always important to him not only to be serving the national interest, but a greater good too. He knew he was right.

Seeing as he was in reality monstrously wrong, this certitude had dire consequences. The faith-based failure to plan for the invasion’s aftermath, rightly damned in trenchant terms by Sir John, was the most catastrophic for the Iraqi people, and indeed for the British service personnel in harm’s way.

But for the processes of governance, the political discourse, and the UK’s place in the world, greater damage was done by the political – and perhaps psychological – need to wrap up a crude decision to stick with the US in righteousness

he most damning of all Sir John’s verdicts is that the result of the invasion was not – as was claimed – to uphold the authority of the UN, but instead to undermine it

The gap between the public and the private rationale fed the mistrust which has since – amplified by the banking and MPs’ expenses crises – fuelled the Brexit vote

It said: “The average American saw and remembered 0.92 pro-Trump fake news stories and 0.23 pro-Clinton fake news stories, with just over half of those who recalled seeing fake news stories believing them.

A study by economists at Stanford University and New York University published two months after November’s US presidential election found that in the run-up to the vote, fake anti-Clinton stories had been shared 30 million times on Facebook, while those favouring her were shared eight million times.

But it called into question the power of fake news reports spread on social media to alter the outcome of the election, saying that, “for fake news to have changed the outcome of the election, a single fake article would need to have had the same persuasive effect as 36 television campaign ads”.

He added: “It has to be ingrained in the schools, it has to be ingrained in the public. There has to be a massive campaign. We have to think through every demographic... It’s almost as if a new course is required for the modern kid, for the digital kid.

many women who started out with all the ambition in the world find themselves in a place they never expected to be. They do not choose to leave their jobs; they are shut out by the refusal of their bosses to make it possible for them to fit their family life and their work life together. In her book “Opting Out? Why Women Really Quit Careers and Head Home,” the sociologist Pamela Stone calls this a “forced choice.” “Denial of requests to work part time, layoffs or relocations,” she writes, will push even the most ambitious woman out of the work force.

The problem is even more acute for the 42 million women in America on the brink of poverty. Not showing up for work because a child has an ear infection, schools close for a snow day, or an elderly parent must go to the doctor puts their jobs at risk, and losing their jobs means that they can no longer care properly for their children — some 28 million — and other relatives who depend on them.

This looks like a “women’s problem,” but it’s not. It’s a work problem — the problem of an antiquated and broken system.

there’s good news. Men are also beginning to ask for and take paternity leave and to take lead parent roles. According to a continuing study by the Families and Work Institute, only a third of employed millennial men think that couples should take on traditional gender roles

we cannot do this alone, as individuals trying to make our lives work and as workers and bosses trying to make room for care. Some other company can always keep prices down by demanding more, burning out its employees and casting them aside when they are done

To be fully competitive as a country, we are going to have to emulate other industrialized countries and build an infrastructure of care. We used to have one; it was called women at home.

To support care just as we support competition, we will need some combination of the following: high-quality and affordable child care and elder care; paid family and medical leave for women and men; a right to request part-time or flexible work; investment in early education comparable to our investment in elementary and secondary education; comprehensive job protection for pregnant workers; higher wages and training for paid caregivers; community support structures to allow elders to live at home longer; and reform of elementary and secondary school schedules to meet the needs of a digital rather than an agricultural economy.

Change in our individual workplaces and in our broader politics also depends on culture change: fundamental shifts in the way we think, talk and confer prestige. If we really valued care, we would not regard time out for caregiving — for your children, parents, spouse, sibling or any other member of your extended or constructed family — as a black hole on a résumé.

Jewish settlements on occupied territory are considered illegal under international law, though Israel disputes this. Neither Israel nor Partner commented on the FIDH report.

At a conference in Cairo on Wednesday, Mr Richard said: "I am ready to abandon this [partnership] tomorrow morning but the point is that I want to secure the legal risk for the company.

"We want to be one of the trustful partners of all Arab countries."

"Simultaneously, I call on our friends to say in a clear and loud voice that they object to any kind of boycott against the Jewish state."

Moynihan was talking about political bosses of more than a century ago; he may as well have been discussing John Hughes. “The principle of Boss rule was not tyranny, but order,” he wrote. Hughes understood that an embattled people—and Irish Catholics certainly were that in his lifetime—required unity and solidarity, not division and chaos. They needed to fall in line, and they did. Mr. Loughery explains how and why that happened and leaves the reader to judge the results.

it could signal the beginning of a new era of virtual assistants that will redefine our relationships with intelligent machines.

providing someone with valuable insights about their productivity, stress levels during meetings or lifestyle habits that impact their ability to perform their job

“We set out to discover whether there was a way to move the needle from an almost backward way of assessing people’s workplace performance to using more objective measures.

research shows that conscientious people, who are often more detailed-oriented and disciplined, tend to be more productive

If it was possible to predict someone’s mental health by analyzing their social media feeds and smartphone data, Campbell wondered, could similar data be leveraged to improve employee performance evaluations?

The workers were fitted with a wearable fitness tracker that monitored heart functions, sleep, stress, and measurements such as weight and calorie consumption, as well as a smartphone app that tracked their physical activity, location, phone usage and ambient light.

Location beacons placed in the home and office measured participants time at work and breaks from their desk, giving researchers a comprehensive window into their day from one hour to the next.

The information was processed by cloud-based machine-learning algorithms that classified performance using factors such as the amount of time spent at the workplace, quality of sleep, physical activity and phone usage

“We want to use that information to empower workers to tell them whether they’re being influenced by levels of stress or sleep or other factors that may not be immediately obvious to them.”

What the research does not explain, he said, is what habits make someone conscientious in the first place, leaving a gap in knowledge that researchers hoped to fill.

“Very often when people try to detect what drives performance, they rely on personality, which actually reveals little about someone’s ability to do their job well,” he said. “Evaluations can be biased because they are infused with stereotyping of people or political influences inside an office. But when you can extract a pattern over weeks and months, we can be more certain that assessment is objective and neutral.

the results showed, perhaps not surprisingly, that high performers tended to have lower rates of phone usage.

They also experience deeper periods of sustained sleep and are more physically active than their lower performing colleagues.

Researchers discovered that high-performing supervisors tended to be more mobile during the day, but they visited a smaller number of distinct places during their working hours

High-performing non-supervisors, meanwhile, tend to spend more time at work during the weekends,

Future versions, they said, could be tailored to individual jobs and provide workers with meaningful information about changes in their mental well-being during meetings or suggestions for reducing stress each week

But they also acknowledge that the valuable private data could prove volatile if it falls into a company’s hands without employee consent. Campbell suggested there might be a middle ground, such as companies offering incentives to employees who opt into a program that treats precise assessment data as one tool among several for evaluating performance.

“If there was any point down the road where I could have an application on my phone that could provide an objective assessment of my performance, that might be an incentive for workers to use it," he said. “Imagine being able to say, ‘Here’s the evidence that I deserve to be promoted or that my boss is standing in my way.’"

“I can’t really look into a crystal ball, but I’m hopeful this passive sensing technology will be used to empower the workforce rather than used against them," he added.

Like his boss, the campaign manager believed that this was solely about the establishment’s determination to install a protector of the status quo. He insisted to me that Team Bernie was in fact delighted to see it come down to their boss versus Biden — “a perfect foil,” he maintained.

now the Sanders campaign was confronting the judgment of voters: Biden had a center-left coalition (including the allegiance of the party’s crucial black constituency) that seemed capable of prevailing in a general election, while the Sanders movement relied on young voters who weren’t coming out all that abundantly in February and March and therefore couldn’t be counted on to produce a record turnout in November

the gale force of the post-Super Tuesday “Stop Bernie” movement felt, to Bernie and Jane Sanders, far more brutal than it did during the previous cycle. This was not really about wanting to unseat Trump, in the Sanderses’ view. This was about shutting down Sanders’s anti-establishment critique.

In defeat, Sanders has prompted a reckoning within the Democratic Party. He has forced upon it an airing of ideological differences, compelling progressives and moderates to choose their leader and then make the case in public.

The notion that political change and electoral victory were often two different things — that the former could and did occur without the latter — has been an essential tenet of Sanders’s underdog career.

He observed that many politicians “fade away” as their losing campaigns do. This would not be Warren’s fate, he said. Then he explained why: “She has changed political consciousness in America — which, at the end of the day, is the most important thing that any candidate could do.”

So what's changed? Alex Whiting, a Harvard Law professor and former federal prosecutor, said the oral testimony gave new and legally significant insight into how Mr Comey interpreted the president's words in the moment.

Mr Comey's testified on Thursday that he clearly understood Mr Trump to be pushing him to drop the inquiry. We also heard for the first time that the president cleared the room before making the remarks, removing even Mr Comey's boss, the attorney general.

"Whether it's a case that should be prosecuted, or whether it merits impeachment, those are separate questions, but the elements are now there for obstruction. There was a corrupt intent to impede justice. I think you could charge this case."

"In his oral testimony, he made it clearer that he believed Trump was trying to obstruct justice. He said that when Trump used the word hope, he understood that to be a command of some sort, and that strengthens the case for obstruction.

"Everybody is parsing the words of course, but I don't know that Comey's testimony strengthens or weakens an obstruction case," he said. The meetings described by Mr Comey were however "clearly inappropriate", he said. "This is simply not how Americans want a president to conduct himself."

"Comey put his credibility on the line today and he did it in a very public way," he said. "Now it's a credibility contest between him and the president, and I think it's safe to say Comey is winning that contest."

Both those scenarios remain unlikely however, at least for the meantime. It is effectively impossible to bring criminal charges against a sitting president - the case would have to be brought by the executive branch, of which Mr Trump is the boss.

So Mr Comey's testimony will not trigger legal proceedings any time soon, but it does have the potential to damage the president's political standing and resonate with moderate voters, Mr Posner said."Obstruction of justice is clearly on the minds of a lot of people and I think it damages the president politically," he said. "He continues to have supporters of course. But for many people in the middle, their opinion of the president will decline and their reservations will strengthen."

"A company making a business decision to moderate itself is different from a government removing access, yet can feel much the same," said Mr Dorsey.

However, big tech firms generally argue that as they are private companies, and not state actors, this law does not apply when they moderate their platforms.

the German chancellor's spokesperson said she found the social media ban "problematic". And the Mexican president said: "I don't like anybody being censored."