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Benedict Carey provides this fascinating account of one woman's experience in the U.S. Army's mission in Afghanistan. Lieutenant Courtney Wilson served in Kandahar in 2010 and experienced many of the stresses women face to a larger degree than men integrating into what is for the dominant part a male focussed culture. This is increasingly important as women now form about 15% of the force in Afghanistan and Iraq, and are likely to be an even larger part in the future tech driven force. With fewer women in the force Wilson had less opportunity to interact with women, and like other women in the army she felt the emotional bonding that men have with other men in the army is something they lack. Like women in male professions, and men at the margins of the dominant culture in other fields, women feel a higher level of psychic stress.

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Only 61% of shareholders present at the annual general meeting voted in approval of the management at Deutsche Bank in May 2015. Legal settlements and lack of trust in strategies of management have hurt credibility. A large part of the lack of credibility comes from the culture at Deutsche Bank which is seen as slow to change. Co-CEO Jain was head of the investment bank when traders engaged in activities that are causing large legal settlements for wrongdoing. Strong criticism came at the annual meeting from shareholders. Han-Martin Buhlmann of the shareholder association VIP raised the question: "Mr. Jain, are you the solution to the problem or part of it?" Alison Esse, managing director of change consultancy, The Storytellers, says shareholders had voted no-confidence against senior management because they lack the credibility to restore the reputation of the bank.

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This condensed adaptation of the book by McNish and Silcoff on the collapse of Blackberry with the launch of the iPhone, tells a story of complacency at Research in Motion. Supreme Court Justice Brandeis once said that complacency was like all the seven sins rolled into one. In the smartphone industry the results were lethal. RIM founders Lazaridis and Balsillie responded to the iPhone launch believing this would not affect Blackberry. The founders rationalized that what would determine success in the business was security, battery life, ability to type, and using less capacity so as not to strain networks, areas in which RIM was strong and on which it had built its market presence. Design, using mobile to offer broad access to internet content, and the touch screen, were not seen as changing the very nature of the phone market. During the summer of 2007 many users shifted to the iPhone, and it cultivated a cult following using strategies Apple had honed on earlier product launches, reaching 1 million in sales. RIM was completely unprepared and could offer Verizon Communications a prototype called the Storm, which was launched hastily with product glitches still remaining. This happened in November 2008 and turned out to be complete disaster- initial sales were great selling 1 million units in 2 months of 2008, but reversed when almost all of the units were returned because the browser was slow and the clickable screen did not respond well. Nokia, another competitor, is also caught unawares sticking to its formula of success, when all the rules were being rewritten by Apple by showing what the new possiblilities were with the right technology in what one could do with a smartphone. Blackberry introduced a smartphone in 2012 by putting together a patchwork of licensed technologies. By this time Apple, Samsung and other competitors had captured significant market share, and the smartphone flopped. The successor Z10 also flopped in 2013. Nokia faced another problem- the inability to convert R&D, at times larger than Google and Apple, into new products, and the failure of management to grasp the potential of new technologies. According to a former employee, Nokia management turned down a internet ready phone with touch screen developed by its engineers in 2004....

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This article in the Economist Report on India focusses on politics, and the implementation of a state devolution of powers and finances. This is the big idea referred to by the prime minister's Economic Advisor, Arvind Subramanium. The Modi administration is providing the direction at the federal level for a development push at the state level. The states will now get 42% of federal tax revenus and with state revenues this increases to 62% of total revenues, giving the states leverage to compete for talent, capital, and investment for economic growth. This element of competition will be strong to attract different industries and foreign investment similiar to the experience of Gujarat and now pushed at all levels of government. It also introduces the idea of "competitive federalism" as India is a country with states at various stages of development from Gujarat to Punjab and Bihar. The new NITI Aayog replaces the old command economy Planning Commission from the Congress administrations since 1947, and supports "competitive federalism" as a think tank that provides advice and help to the centre and states. Rising aspirations in India helps the Modi government with voters who are incresingly urban and better educated, looking for jobs. The election in Delhi suggests voters will always be open to new ideas to fight corruption and bring better delivery of public services, and wins by parties offering positive change for improvement will always be a part of India's democracy, introducing competition in politics for who can do a better job at the regional level. ...

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This editorial in the Economist points to the slow progress made in the first year of the Modi administration in India. Because the last years of the previous Manmohan Singh administration were a period of slowing economic growth and the built up expectations are high, there is a general sense that the Modi administration could have moved faster to make changes. As the Economist points out India is a large region with accumulated problems, and the Modi administration needs to have a good grip on the problems and how it plans to tackle them. Key bottlenecks such as energy will free up huge resources in the economy. How to tackle these individual problems with the most leverage for growth is critical to the approach to be taken, as all of the problems cannot be tackled at once. Coal India is an example of the government trying to find an approach that will work, following previous wholly unsuccessful efforts to overhaul the monopoly coal supplier. Modi also has to work within the framework of democracy, so the Indian experiment in change is likely to involve freeing up other energies for rapid development, unlike the Chinese experiment which was able to use the Communist party's total control of the country and top down direction. Under such a framework Modi will have to improvise and come up with a different framework for making rapid changes, that includes keeping the support of the farmers and working classes for a sustained 10 year effort. Moves such as the 150 million new bank accounts and the structure of providing relief to the poor in rural areas come from a good sensible approach, but also help the Modi administration completely change the way things are done, a cultural change which removes the old culture of support developed by Congress administrations since 1947. A similiar cultural approach is seen in the Clean India campaign, which is huge in cultural terms because in a democracy people have to change the way they think to keep their neighborhoods clean. In this sense the Modi administration as it studies and grapples with the problems to plan effective solutions to seemingly intractable problems in a vast region, is simply laying a strong groundwork for 2016-2018. Steps taken for the groundwork covered separately in the Economist report on India in the issue of May 23, 2016, are the efforts to get a goods and services tax implemented to improve the federal government's revenues, the shift of revenues so that about 62% of revenue goes to the states to promote development- which economic advisor, Arvind Subramanium, calls a big constructive change as states are better at competing for talent capital and investment, and the setting up of the think tank to replace the Soviet style Planning Commission of the Congress administrations since 1947....

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This editorial in the Economist says Scots should get fiscal autonomy, and manage their own affairs including setting minimum wage, and tax rates. It says England should not subsidize Scotland as it currently does, and this will lead to Scotland bearing additional cost of about 8 billion pounds. It reminds readers that only about 50% of Scottish voters voted for the Scottish National party in the 2015 general election, and once Scotland has to balance its own books voters would have a chance to rethink the level to which they want a welfare state. As in Quebec the nationalist party may not have the same voter support when it has to tackle the difficult tasks involved in self government. This also means Scots would not be voting on how to manage affairs in England, leading to a federation for England, Scotland, Wales and Northern Ireland.

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Andrew Ross Sorkin of the NYT interviews Bill Gross, former head of PIMCO, in May 2015. Gross says the separation with PIMCO was hard, like a painful divorce, especially because he is sensitive. He continues working at 71 because he wants to show PIMCO made a mistake.

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This editorial in the NYT on May 23, 2015, says the government of president Erdogan is continuing its suppression of the media in Turkey before the parliamentary elections in June 2015. In the last parliamentary elections in 2015 Mr. Erdogan's AKP party won 326 seats, 4 short of the three fifths majority needed to have a referendum on a proposed change to the constitution. The editorial points out that the actions against the media only weaken the fragile fabric of democracy in Turkey following a decade of the AKP in power, when the country needs to have an open debate on competing economic and social policies put forward by different parties.

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This editorial in the NYT on May 23, 2015, says the country has lost something in the process unfolding at the Justice Department of large settlements during the second term of the Obama administration, a continuation of a singular feature since the first term- a noticeable and serious lack of individual accountability for serious wrongdoing. This lets bank officers move on calling the situation of pleading guilty to criminal charges for currency manipulation nothing more than "an embarrassment," says this NYT editorial.

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The situation facing 1.8 million Palestinians in the Gaza Strip grows increasingly desperate as the economy collapses following the war with Israel. Egypt's new government and Israel say cement was being diverted to build tunnels and have reduced flow of construction materials into Gaza. Unemployment is at 44%, 11 percentage points higher than before the war with Israel in 2014, and youth unemployment at 60%, according to the World Bank's report in May 2015. One reason given for the conflict was that an impasse had been reached and economic conditions were bad with blockade by Israel, the situation following the conflict shows increased isolation of Gaza, not less. As the World Bank report puts it the economy's survival depends on restoring contacts with neighboring countries, which becomes even more difficult following the war.