The reason the U.S. is a good place to do business is that, for the past two centuries, it’s built a firm foundation on the rule of law. President Trump almost undid that in a weekend. That’s bad for business.
This piece combines a genre I love—the gritty crime story—with the utter weirdness of the cruise ship industry. Apparently people disappear from cruise ships all the time, but you usually don’t hear about it because the cruise lines keep it quiet. Ronson goes deep into the bizarre cruise culture as he tries to figure out what happened to Rebecca Coriam, who vanished from the Disney Wonder last March.
This story accomplished what seemed almost impossible, at least from an editor’s perspective: it made a compelling narrative out of the Occupy Wall Street encampment in lower Manhattan. Even though OWS was being covered to death, this story—along with Bloomberg Businessweek’s own fine contribution, Drake Bennett’s profile of David Graeber—found a new angle on it and made it fresh and compelling.
His piece about Iceland (“Wall Street on the Tundra”) is my favorite one he’s done about the global financial crisis, but Michael Lewis’s breakdown of the fiscal disaster that is California was his best in 2011. It really makes you think about the scary place we might be headed as a country, and the scene with Arnold Schwarzenegger is priceless.
Doing construction in New York City is dangerous and expensive. Cut the pavement in the wrong place and crews can rupture gas lines. Hit a water main, short a backup generator. These sorts of mistakes cost the city $300 million each year. Worse yet are natural disasters like Hurricane Sandy — where floods caused a three-day blackout and left two hospitals without power — and threats like buried chemical tanks and national security issues. In Bloomberg Businessweek, Greg Milner follows the people who are creating the city’s first three-dimensional subsurface infrastructure map to create a safer city that can self-regulate and grow more efficiently, and where agencies and private utilities can coordinate. In a very real sense they are pioneers, of a frontier that lays below our feet. Detailing pipes, cables, sewers, wires and electric lines, even soil types, the map will be the first of its kind, and if it works, it could make New York a model for the world’s future smart cities.
Because of data from satellites, we can now map the world down to about 6 inches. We’ve almost reached the point Jorge Luis Borges describes in his short story “On Exactitude in Science,” in which cartographers built “a Map of the Empire whose size was that of the Empire, and which coincided point for point with it.” But the world beneath our feet remains shrouded in darkness. “Light and radio waves don’t go through dirt like they do air,” says George Percivall, chief technical officer for the Open Geospatial Consortium, which is helping to develop global standards for underground mapping. “The next frontier, in both a literal and figurative sense, is underground.”
New York City’s daunting infrastructural labyrinth is like the “Here be dragons” decorating ancient maps. Underneath the 6,000 miles of asphalt and concrete road lie thousands of miles of water, sewer, gas, telecommunications, and electrical infrastructure. And let’s not forget the 500 miles of underground subway tracks or Con Edison’s 100-mile steam delivery system. In its entirety, it’s known to no one. The individual details of the vast underground are hoarded and guarded by the various stakeholders. Con Edison has its electrical map; the Department of Environmental Protection (DEP) keeps track of water and sewer pipes; the Metropolitan Transportation Authority (MTA) could tell you where the transit tunnels are; and so on.
Imagine the city as a living organism, a body consisting of various systems—respiratory, nervous, skeletal—that share the same space and even intertwine. Now imagine surgery performed on that body by a surgeon who knows the location of only one system, who looks at the body and sees only blood vessels or bones. This is the odd condition of New York—a body subject to what, viewed through a wide lens, looks like perpetual triage. Each year, for repairs or to facilitate construction, the streets are sliced open 200,000 times—an average of almost 550 cuts per day, or 30 per street mile every year.
The U.S.’s reputation in the world might be in a state of… flux, let’s say. But there’s one thing we can still boast about: the 1.3 billion pounds of surplus cheese we have in cold storage. In Bloomberg Businessweek, Clint Rainey introduces us to government-sponsored Dairy Management Inc., which is charged with packing as much dairy into food as is possible, sometimes by embedding food scientists like Lisa McClintock into companies like Pizza Hut and Taco Bell to help engineer maximum cheese delivery. You can thank them for Pizza Hut’s cheese-stuffed crust and for Taco Bell’s latest hit, the Quesalupa.
“If you tried using something like cheddar, you’d get too much oiling off,” McClintock says. “It’s a fattier cheese—it’s not going to hold up well in terms of cheese pull.” She also quickly nixed mozzarella. “Great stretch, but you expect something bold from Taco Bell,” she says. “Pepper jack gave us the extra kick from the jalapeños.” Crucially, it’s also a high-moisture cheese, which means fewer casein connections and therefore a more reliable melt. She toyed with the idea of inserting a cheese “puck” into the tortilla pocket to see if that melted more uniformly, but grated cheese proved the most even. McClintock and Gomez recall intense competitions in the lab where they’d fry up a bunch of Quesalupas and tear them apart to see who could get the longest cheese pull. Winners sometimes stretched theirs a full arm span.
(More exciting advances in cheese science are on the horizon, as Taco Bell’s R&D department is hard at work on Quesalupa 2.0 which, rumor has is, will come in “Volcano and Bacon Club” flavors. If you’re wondering where the Doritos Quesalupa Crunch is, don’t worry: they started testing it this spring.)
Imagine you work in an industry where accuracy and precision are hugely important. Your work is scrutinized by an ever-growing field of critics eager to catch any misstep, and if you get something wrong it has the potential to do people serious harm.
Your job often requires making dozens, if not hundreds of calls to obtain or even just verify a single fact. You spend your days wheedling information out of people who don’t want to provide it. You pore through mountains and mountains of documents which may only include one salient fact buried deep in a dense bog of data. Often these documents are difficult to find, or require the assistance of lawyers to access — lawyers you personally can’t afford and your higher ups may not want to pay for.
Now imagine this industry is failing at being a viable industry. People in a different department than you are supposed to be responsible for that aspect — business, finances, the bottom line — but your department creates the product that is being sold. When “innovators” are brought in to come up with dynamic ideas, they pin them on you. There’s nothing to suggest the product is broken or failing, and everything to suggest that the means by which money is made from the product is the problem, but that doesn’t seem to matter to the innovators. They have figured out how to track how your product is consumed — do we have the metrics on that? — and so they are going to use that information to suggest changes to how you do what you do.
At Bloomberg Businessweek, Robert Kolker walks us through the confusing, byzantine, and downright shady world of Hollywood profits and payouts, as part of an exploration of the $400 billion lawsuit brought by the creators of the ancestor of all mockumentaries, This Is Spinal Tap. The lawsuit details are interesting enough (according to the film’s current owner Vivendi, the creative partners’ share of worldwide merchandising over a 32 year period was… $81), but Spinal Tap fans will also love the insider tidbits about the creation of the film, which started with a 20-minute demo version.
“I was amazed when I last looked at it,” says Shearer, who plays Derek Smalls, the band’s bare-chested, mutton-chopped, pipe-smoking bassist. “We had this little pittance”—a $60,000 screenplay fee from a company that eventually rejected the idea—“to shoot characters and performances.” He remembers his long black wig costing about $5, and that it took an hour and a half to remove once the shoot was over (the costumer had used super glue). Shearer, Reiner (who plays Marty DiBergi, the fake documentarian), Guest (as lead guitarist Nigel Tufnel), and McKean (as vocalist David St. Hubbins) had been nursing and developing the idea since 1978. They first performed as the band in a 1979 variety show called The T.V. Show. Then they wrote seven new songs, played a few gigs in costume in Los Angeles, and worked out a complete band history to ensure that their improvisations had a narrative spine they all could rely on. “Michael McKean, I believe, still has the napkin on which the possible names and the possible misspellings were outlined,” Shearer recalls, “because I think at one point we thought maybe S-p-y-n-a-l?”