If you’ve attempted to buy a ticket to see your favourite artist live in the last few years, you’ll know that you’ll have to navigate the infamous ‘Ticketmaster war’. This highly competitive online scramble to beat the bots and the other fans to the ticket you want usually ends with you forking out considerably more than you originally meant, even for the worst seat in the stadium. To add insult to injury, someone on Twitter will somehow manage to score
Many of my friends and family were surprised when I told them a year ago that I'd be working in an economics consultancy. “I thought you wanted to do something creative?” was the usual response. Fair point - and honestly, the same question crossed my mind. How would I find my place in a company producing such complex, analytical and rigorous work, when my strengths leaned more towards the arts and creative ways of thinking? But now, eleven months later,
The Japanese term ‘Kaizen’ has been co-opted by Western management consultants and lifestyle gurus, and is taken to mean a culture of continual improvement: tiny, incremental changes, day after day that, after a long period, mean success. I vividly remember being shown around a Japanese-owned factory in the UK, where the management had recently presented one of their employees with a reward for having found a way to shave 1.7 seconds off the time it took him to complete one
Today’s blog is something a little different – I’m sharing the video version of our latest special edition podcast episode on AI and US-China techno-economic competition. Last month I caught up with David Lin from the Special Competitive Studies Project (SCSP) at the 2026 SCSP AI+ Expo in Washington DC. We’ve known each other for about four years now, since Fathom wrote a report for the SCSP about the future of AI and techno-economic competition between the US and China
Until President Trump took office for the second time, one of the most-reliable relationships in foreign-exchange markets was between the value of the Canadian dollar and the price of oil. When oil prices rose, so did the Loonie, making Canadians richer as a result. Since oil is priced in US dollars, a stronger Loonie meant Canadians did not get so much Canadian currency in exchange for their oil as they otherwise would have; but they got more of everything else.
In Joseph Heller’s Catch-22, frustrated with the inability of the airmen under his charge to execute a perfect 90-degree turn on parade, Lieutenant Scheisskopf gives serious consideration to having nickel-alloy swivels surgically inserted into their thighs. Likewise, all governments probably sometimes wish the individuals and private firms in their jurisdiction would line up perfectly in the service of the needs of the state, forgetting that, in open societies, the state exists primarily to serve them, not the other way around.
A late family friend named Martin, whom I once asked what he thought of a mutual acquaintance said: “I don’t know; I haven’t formed an opinion yet.” How long had he known this person? Twenty years. Well, almost ten years after the UK voted to leave the EU, I find I still haven’t really formed a strong opinion about the impact that Brexit has had. It’s not that I haven’t thought about it. It’s that a couple of other things
I was stuffing an election leaflet through a letterbox in my council ward this week when a burly man stopped to chat. He told me he was a Reform voter, and pointed out his house down the street, decorated with Union Jack bunting. He complained that Reform was painted as a racist party, and said that as his adopted brother was Black he could not be a racist. We agreed it was important to listen to other people’s viewpoints. As
Do you know anyone who has suffered, or is suffering, from long COVID? I do, and it can be a very serious matter. In a broader, economic sense, though, we all are. Since COVID, economic sentiment across most of the developed world has been consistently in mild recessionary territory: the first time we have seen that pattern since we started collecting the data in the early noughties. This protracted ‘vibecession’ is not about growth, which is fairly strong in the
Many years ago, when I still worked at the Bank of England, I was chatting to a former Bank employee at an evening function in the Court Room (a grand, chandeliered, Turkish-carpeted ballroom). She had recently left the Bank to join a major global management consultancy, so I asked her what her role was. She said she was analysing supply chains. “Gosh, that sounds interesting,” I said, in what was intended to be a dry, ironic tone. She said that