HOWEVER, in the chapter on John Cage, the reader keeps referring to Cage’s signature composition 4′ 33″ as “Four Feet, Thirty-Three Inches,” and it is driving me crazy. How does an error like that get through the editorial process?
A little while later, when the Times site was loading again, I came across this article by Kevin Roose:
A few years ago, while on a work trip in Los Angeles, I hailed an Uber for a crosstown ride during rush hour. I knew it would be a long trip, and I steeled myself to fork over $60 or $70.
Instead, the app spit out a price that made my jaw drop: $16.
Experiences like these were common during the golden era of the Millennial Lifestyle Subsidy, which is what I like to call the period from roughly 2012 through early 2020, when many of the daily activities of big-city 20- and 30-somethings were being quietly underwritten by Silicon Valley venture capitalists.
It all puts me in mind of the fact that technology often does not solve a problem, but rather shifts it somewhere else.
This is ridiculous.
I mean, I guess the stuff is at least recyclable, but this much waste is crazy.
“Companies that run successful lean programs not only save money in warehouse operations but enjoy more flexibility,” declared a 2010 McKinsey presentation for the pharmaceutical industry. It promised savings of up to 50 percent on warehousing if clients embraced its “lean and mean” approach to supply chains.
Such claims have panned out. Still, one of the authors of that presentation, Knut Alicke, a McKinsey partner based in Germany, now says the corporate world exceeded prudence.
“We went way too far,” Mr. Alicke said in an interview. “The way that inventory is evaluated will change after the crisis.”
Because if you’re talking about some management theory that has gone horribly awry and resulted in chaos and/or tragedy, you know it’s not going to be long before the name “McKinsey” crops up.