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David Gelles of the NYT column Corner Office, talks to the head of Accenture, Julie Sweet, about creating an inclusive workplace and levelling the playing field for women. In this interview Julie Sweet talks openly about her upbringing in the small Orange County, California town of Tustin. Her mother graduated from college when Julie was in her freshman year. After several jobs to help her family she went to law school and joined a New York law firm. She tells Gelles about her experience at this law firm Cravath where there were very few women partners and about breaking down sobbing at a unconscious-bias training session at the firm when asked about her own experience as a woman. After being elected partner she set up the first woman's program leading up to bringing more women upto the point where today women are 25% of the partners. Accidently she takes a call from a recruiter 17 years later about a position as general counsel at Accenture. She accepts the offer and five years later she is made the CEO North America of this consulting company with 469,000 employees. Asked about what tactics are effective in creating a level playing field for women Julie Sweet says it comes from making it a business priority. Making diversity and women a priority with measurable goals. Set goals, have accountable leaders and measure progress, says Sweet. Accenture did a study and found stats that were shocking. 40% of companies have no plan for advancing leadership, and less than 40% look at attrition between men and women. A big disappointment but also a large opportunity here to get results by putting in place some basic things. In 2015 She set Accenture goals for 40% women, and sees 2020 goal at gender parity 50-50%. For a firm with hundreds of thousands of consultants worldwide what are the qualities she sees as important in hiring? Sweet says lots of different interests and curiosity for learning. Next comes being able to do straight talk with clients, to deliver tough messages as companies are constantly telling her they want to hear what they need to hear not what they want to hear. ...

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The Economist magazine looks at the mess that Brexit has become and reflects on what this means. The first explanation is that Britons always loathed the evolution of the common market into the European Union. The second that Brexit was simply a result of a simmering civil war between the successful metropolitan  liberal parts of Britain and the provincial conservative parts of Britain. A third one is seen as equally plausible that the country's leadership has failed, that its model of leadership is coming apart.  It says the problem is the chumocracy with David Cameron made the poor decision to go for a referendum on the EU without thinking this through carefully, taking risks with the future of Britain for the sake of narrow party interests. 51% and you are out of the EU was never a fair option when major decisions of such type are handled with great care, even confronted with less momentous decisions other countries use two stage votes or call for super majorities. Basically the whole referendum was flawed to begin with and the people making the decision gambled with the future of Britain and the British economy.  The Economist magazine says the current candidates for Tory leadership, are all inadequate, one even suggesting that Britain should not balk at leaving the EU with no deal because it would create a temporary shortage of Mars bars. It looks at the leaders class in Britain as says it preserves many of the failures of the old establishment by being introverted and self-serving. It sees less expertise and more bluff in their backgrounds in public relations, journalism (Cameron, Johnson) and lighter experience (May as analyst), and sees a singular lack of self restraint because it believes it comes out merit based selection compared to the old establishment. What the Economist magazine sees is meritocracy transformed into crony capitalism for Blair in Labour party and Cameron, Osborne in the Conservative Party. One of the problems it says is the erosion of other ways to enter the leadership ranks from a range of places- business, unions, local government, working class talent, and other places- something that existed in the early postwar years to the sixties. Gradually a shift is taking place already to create new options and broaden the places from which leaders can emerge for broader more effective selection. ...

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Explores the possible consequences of $100 Oil. 1. More difficulties for GM and Ford and Chrysler. 2. Ben Bernanke has a difficult choice, increase interest rates to curb inflation or lower rates to stimulate an economy thats slowing down considerably. 3. Ethanol gets a big boost. 4. Middle East funded resistance or terrorist groups get a boost fro oil money. 5. Oil at $100 is not enough to cause a resession according to one estimate, Standard and Poor's Chief Economist David Wyss, it could lower growth from 2.5% to 1% in 2007. 6. Hybrids get a boost. Honda does better with the Civic and the new Fit. Toyota's hybrids get a new boost. 7. Oil Company profits go even higher. Does this boost funding for exploration to a higher level than currently remains a question both for national oil companies and private oil companies.

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To make custom loan modifications of the type that became necessary overnight on a large scale requires resources, investment in people and technology. On top of this a bank makes about $500 a year on a $200,000 mortgage loan, and if the loan is delinquent the bank may already have lost $2500, say experts, so there is little incentive to do much about custom loan modification. As a result, they used what a former J.P. Morgan executive called "Burger King kids." Or the banks outsourced the operation, some to law firms like David Stern, which in turn used outsourcing firms in Guam or the Philippines. The result is a largely chaotic process according to former mortgage officers of banks, and clerical staff that did not know what they were doing. Now atttorneys general in all 50 states have stated that they will investigate foreclosure practices of banks. It all started with the lone effort of Pine Tree Legal Assistance in Denmark, Maine, in succesfully challenging one of these improperly conducted foreclosures. See the NYT article on Pine Tree. In that case it was about a mother with two children who had her payment go up to $474 after loan modification, who is on food stamps after losing her job as an employment counselor....

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David Segal takes a detailed look inside Apple's retail stores in the U.S. and talks with employees at different stores to find out what its like working as an hourly employee at an Apple store. World wide Apple's 327 global stores sold $16 billion in Apple products. Per employee the sales are about $473,000, but at an hourly rate of about $12 the average employee makes about $25,000 per year. After recent wage raises this could be up to about $36,000. The National Retail Federation says electronics stores have about an average of $206,000 in sales per employee. Contrary to what most people may think most of Apple's employees are not engineers and other professionals, about 30,000 of the 43,000 Apple employees in the U.S. work as hourly employees in the retail stores. Most are young people in the early 20's, single, with health insurance provided by Apple not costing as much for that age group. There is no career path and most leave after a couple of years. Because of the Apple mystique and the drive to create new user friendly products there are many young people looking for this kind of temporary work, especially now with high unemployment. ...

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Areas in which David Cameron shares the same thinking as Barrack Obama are generating green technology jobs, the importance of the voluntary sector and families all doing their bit so that its not just government that will be doing things. "That society should bring about change, not just government." He diagrees with Obama on the Stimulus and believes that the situation in Britain with the government borrowing 10% of national output already makes it difficult to have an extra discretionary stimulus without people losing confidence in then nation's finances. He makes some other points. Britain needs amore balanced economy so that it is not so reliant on financial services. And in Europe as awhole he says its important to deal with the huge dependence on welfare which is a drag on the economies of Europe. This has to be seen in the light of the huge emphasis placed by recent Labor governments on rebuilding the health and human serivces and infrastructure of Britain. In this crisis the social safety net provided by these services may be the reason that asmaller stimulus is needed in Europe. He talks of capitalism with a conscience, where markets are amean not an end to themselves and morality, ethics and asense of values are brough to bear at every turn. ...

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Q. and A. with Rohde and Keeler of the NYT on the Rohde account of being with the Taliban for 7 months.

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Pakistan on the day after the Bhutto bombings.

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Ed Miliband's victory over his brother David for the Labor party leadership. The unions support Ed Miliband. He tries to move labor to the centre by saying he supports cuts and Labor woulld have made cuts also, only differing on the manner and the size of the cuts.

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Tushar Morzaria, CFO at Barclays is leading the effort for restructuring of Barclays and its large investmetn banking business. He was hired from JP Morgan Chase, where he was made the finance chief for the investment bank in 2010. Morzaria is the son of Indian immigrants to Britain who left Uganda during the Idi Amin dictatorship. Colleagues at Chase say he has a broader outlook and is able to look beyond the numbers.

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U.S. president Obama called Libya and the policy of not following up on helping establish a stable democratic government in Libya his biggest mistake. Kristof of the NYT says people looking back would say Syria and not establishing safe zones is Obama's biggest mistake. He describes the 470,000 deaths in Syria as a huge tragedy that could have been avoided to a large extent by setting up safe zones. In addition the UN estimates that millions of refugees on a scale similar to the partition of India in 1947 were created.There is bipartisan opinion on this. Kristof cites General Cartwright's opinion in a conversation he had with Cartwright that this should have been done. Others who agree are Madeleine Albright, Bill Clinton's Secretary of State, who spoke at the Democratic Convention about how America helped change her life as a young refugee after Russia's invasion of Czechoslovakia following Prague Spring. Albright says force should be used carefully so as not to aggravate the situation but action taken where needed, something that was done successfully under Bill Clinton in the Bosnian conflict following Serbia's ethnic cleansing policy under Milosevic. Not only that, with the diplomacy of ambassador Holbrooke Clinton was able to negotiate the peace accords that hold till today- a huge achievement.  Kori Schake, director of defense strategy in the George W. Bush White House also agrees. This would have improved U.S. relations with Turkey as this was a key Turkish request. And it would have reduced the dimensions of the refugee crisis in Europe, which has hurt the European Union. The Brexit "No" vote many in Britain have attributed to ads showing refugees in endless numbers streaming across Europe's borders. Similar ads were used in Austria's elections. Kristof points out that Secretary of State Kerry's job of negotiating a peace is difficult in these conditions. Another issue raised by Kristof is the lack of Obama's leadership in helping the refugees in Jordan, Lebanon and Turkey, as he points out only 41% of this is funded. David Miliband former British Foreign Secretary, who heads the International Rescue Committee , says 200,000 Syrian kids are growing up in Lebanon without an education. George Washington counseled against getting involved in the wars on the European continent for a young nation, this advice was not followed in the Reagan and other administrations without showing the carefulness needed before action is taken. As Hillary Clinton has once pointed out the situation has resembled a pendulum swinging in the other direction under president Obama, and former Defense Secretary, Panetta, has expressed similar views. Hillary Clinton and Leon Panetta, Gates, Gen. Jones, served in the first term of the Obama administration, many of these mistakes were made in the second term by president Obama and his White House advisors Dennis McDonough, Valerie Jarrett who clearly lacked the deep foreign policy experience of Hillary Clinton, Leon Panetta (who served under Bill Clinton), and Gates who served under many presidents). ...

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Brooks says it is critical to build spiritual capital in schools and communities to reduce the problems of alienation, drugs and other issues facing cities.

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Pete Pyhrr is interviewed by the WSJ's David Kesmodel 40 years after his zero based budgeting method became popular in the Carter administration. Pyhrr developed the method as a controller at Texas Instruments in the 1970's, and says it is a great tool in difficult economic times or periods of rapid technological change to make cost reductions. WIth zero based budgeting budget figures are not simply adjusted upwards or downwards from last years numbers, but the budget is developed from scratch to reflect purposes served in the current environment. It brings costs and benefits of each expenditure into focus, so that more profitable projects can be financed over less profitable projects. Pyhrr published "Zero-Based Budgeting: A Practical Management Tool for Evaluating Expenses," in 1977. It was used by President Carter in managing the budget process in the state of Georgia and in the Carter administration, but fell out of favor in the Reagan administration. Pyhrr says he sees the need for using the method in today's budget cost reductions for government agencies to help taxpayers. As with TQC under Deming, which came back to the U.S. following Japan's use of quality control methods developed decades earlier in the U.S., zero based budgeting is coming back to the U.S. through its use by private equity firm 3G Capital Partners of Brazil in its Heinz operation....

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Rick Rieder of Black Rock and David Kelly of  JP Morgan Chase and others sense that the US is entering a phase they call "the satellite economic phase in which there are no crash landings and takeoffs but steady orbiting in space. Less boom and bust and more steady growth for years is the new economy Biden is creating with huge investments in infrastructure and manufacturing and worker skills training that upgrade the workforce. Investments in health and education are part of this. This makes the US economy more resilient with government working both as a partner and agencies of the government that regulate and provide the rules for fairness and level playing field acting to prevent the booms and busts of the past such as the 2009 financial crisis and other crises. With China, EU, India, Japan+South Korea and the US, all 5 of the largest economies aligned to maintain steady growth for their people the prospect of war acting to reduce growth potential will also be managed in a setting that is needed following the pandemic. This will make both the Middle East and the Eastern European recurring crises to be toned down and a shift made to growth in these regions from the war ravaged periods of reckless behaviour of nation actors. This is a view now emerging among key people in the US economy such as Rieder Black Rock and Kelly JP Morgan. Both says the ways of understanding this and the terminology "soft landing" or "cylical, midcycle" are now outdated and no longer apply. Says Reider-“But one point to keep in mind is that satellites don’t land and maybe that is a better analogy for a modern advanced economy” like the United States.  ...

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Foreign born population after a series of restrictive Immigration Acts dropped from 15% in 1890 to 12% in 1930, to 5% in 1970. The effort of 1924 Act was to make the southern and eastern European immigration that jumped by 1924 to 41% of total to much lower numbers. A look at the Immigration Act of 1924 under the Coolidge administration sponsored by senators from Washington state and Pennsylvania, Albert Johnson and David Reed, by Chishti and Gelatt in MPI. It shows the prejudices of the early Europeans from one country to Europeans from other countries that followed, after the British, the Germans, the Irish, the Italians and Polish, as the immigration waves shifted to Eastern and southern Europe in the period between 1880 and 1920. During this period Southern and Eastern European immigrants that made up 16% of the population reached 41%. In 1882 Chinese immigration to the US came under the Chinese Exclusion Act restricting it. The Dillingham Commission of 1911 stated the merits of different racial types with northern European and western European preferred to southern and eastern European. Still only 1% of the immigrants entering America were turned back between 1880 and 1924.  The 1917 Immigration Act set up an "Asian Barred Zone" that included Japan, a head tax of $8 on immigrants, requiring proof of read and writing of all immigrants, vetoed by president Woodrow Wilson. The Emergency Quota Act of 1921 set the first quotas at 358,000. Under the Immigration Act of 1924 it was revised to 165,000. President Hoover asked for strict consular restrictions so that between 1929 and 1945 immigrant numbers fell below 100,000 a year.  ...