S1 E1 Leadership: Weed it and reap

We go deep inside the Chernobyl nuclear-power plant and the surrounding exclusion zone, recounting the history of the accident on April 26 1986, and speaking with plant workers who were on shift that day. A pre-eminent Chernobyl historian discusses the lessons learned and yet to ...  Show more

We examine what our forecast model predicts so far—and consider what might change its confident prediction for one house of Congress and toss-up call for the other. Our correspondent sits down with Steve Reich, a pioneering classical composer who is nearing his 90th birthday. And ...  Show more

Andrew Palmer, The Economist's Bartleby columnist, learns lessons in management on a Norwegian mountainside. He hears from Emma Walmsley, the CEO of GSK; Daniel Kahneman, a Nobel prize-winning psychologist; and Claire Hughes-Johnson, the one-time COO of Stripe. To hear the full s ...  Show more

For 17 years, The Economist has brought you a host of brilliant shows. Now we are taking that even further. But to bring you even more of the content that you love, we need your support. Why <a href="https://www.economist.com/europe/2023/09/04/an-armenian-enclave-inside-azerba ...

To manage a workforce divided between the home and office, bosses should ask the five basic questions of journalism: who, what, where, when and why. Jamie Dimon, the CEO of JPMorgan Chase, Jane Sun, the CEO of Trip.com Group, and Lidiane Jones, the CEO of Slack, give their diverg ...  Show more

In five days OpenAI’s boss was fired by its board; hired by Microsoft, the startup’s biggest investor; and returned to his post at OpenAI. Yet things cannot be as they were: the shuffle will have consequences for the darling of the artificial-intelligence community and for the ...