“The Circus Is Gone, But the Clowns Stayed”

(p. A1) SHCHYOLKINO, Crimea — When residents in this typical Soviet factory town voted enthusiastically to secede from Ukraine and to become Russians, they thought the chaos and corruption that made daily life a struggle were a thing of the past.
Now that many of them are being forced to cook and boil drinking water on open fires, however, they are beginning to reconsider.
There has been no steady electricity supply in this hard-hit town since Nov. 22, when protesters in Ukraine blew up the lines still feeding Crimea with most of its electric power. The bigger towns and cities are only marginally better off.
Yet, people here are not sure whom to blame more for their predicament: the Crimean Tatar activists and Ukrainian nationalists who cut off Crimea’s link to the Ukrainian power grid or the local government officials who claimed to have enough power generators stored away to handle such an emergency.
“The circus is gone, but the clowns stayed,” said Leonid Zakharov, 45, leaning on a wooden cane. Moscow may have purged Ukrainian authority, he said, but many of the same corrupt and incompetent officials remained in office and life was only slightly less chaotic than before.
. . .
As often happens in Russia, some blame Washington rather than Moscow or Kiev.
“If it wasn’t for the Americans none of it could have happened. The Tatars, who are supported by the United States, would not do a thing,” said Tatyana Bragina, 57, an energetic woman who also once worked construction at a nearby, unfinished nuclear plant.
“Please write that we are not desperate. On the contrary, we are full of joy,” Ms. Bragina said, standing near a black iron kettle boiling away in the courtyard of her apartment block.

For the full story, see:
IVAN NECHEPURENKO. “Months After Russian Annexation, Hopes Start to Dim in Crimea.” The New York Times (Weds., DEC. 2, 2015): A4 & A12.
(Note: ellipsis added.)
(Note: the online version of the story has the date DEC. 1, 2015, and has the title “Months After Russian Annexation, Hopes Start to Dim in Crimea.”)

Irony that Kafka Statue Faces Prague City Government Building

(p. 10) Prague is sprinkled with provocative pieces by Mr. Cerny — a sculpture of a urinating man (directly in front of the Franz Kafka Museum), a statue of the Czech patron saint King Wenceslas sitting on an upside down dead horse.
His most recent installation in Prague is a sculpture of Kafka’s head, set behind the Tesco department store in the center of town. The 36-foot-high head is made up of 42 moving chrome-plated layers, which move both in synchronicity and in opposing directions.
Mr. Cerny’s original idea was a fountain featuring three figures: a robot, referencing the Czech-language writer Karel Capek, who coined the term; a Golem, representing the Yiddish language; and Kafka’s beetle, referring to the German language. “I wanted to remind people that Prague was once a city of three languages,” Mr. Cerny said.
Unfortunately, city water regulations prevented him from placing a fountain there, so instead he came up with the huge reflecting Kafka head, which is based on similar work of his on display in Charlotte, N.C., called “Metalmorphosis.”
“I loved the irony that this sculpture faces a city government building in Prague,” he said. “Imagine you’re angry because the clerks are doing nothing, only saying for you to go to another office and then another office and another until finally you hear, ‘This office is closed.’ And then you walk out of the building, and there’s the huge head of Kafka looking at you, reminding you of the irony.”

For the full story, see:
DAVID FARLEY. “Footsteps; Prague; On the Trail of Kafka’s Legacy.” The New York Times, Travel Section (Sun., DEC. 27, 2015): 10.
(Note: ellipses, and bracketed dates, added.)
(Note: the online version of the story has the date DEC. 22, 2015, and has the title “Footsteps; On the Trail of Kafka in Prague.”)

Trophy Hunting Preserves Endangered Species

(p. A1) Despite intensifying calls to ban or restrict trophy hunting in Africa after the killing of a lion named Cecil in Zimbabwe, most conservation groups, wildlife (p. A8) management experts and African governments support the practice as a way to maintain wildlife. Hunting, they contend, is part of a complex economy that has so far proven to be the most effective method of conservation, not only in Africa but around the world as well.
While hunting is banned in government parks here in South Africa, animals inside their boundaries are routinely sold to game ranches when their populations are considered excessive, generating money to maintain habitats and fight poachers.
And because trophy hunting is legal in private game reserves, the animals end up fetching higher prices than they would in being killed for food or other reasons, conservationists contend. Lion hunts, one of the most lucrative forms of trophy hunting, bring in between $24,000 and $71,000 per outing on average across Africa, according to a 2012 study. In southern Africa, the emergence of a regulated trophy hunting industry on private game ranches in the 1960s helped restore vast stretches of degraded habitats and revive certain species, like the southern white rhinoceros, which had been hunted almost to extinction, conservationists say.
A similar shift occurred in the United States decades earlier when the Pittman-Robertson Act of 1937 allocated the proceeds from hunting to bring back lands and animals, they argue.
“There’s only two places on the earth where wildlife at a large scale has actually increased in the 20th century, and those are North America and southern Africa,” said Rosie Cooney, a zoologist who is the chairwoman of the International Union for Conservation of Nature’s Sustainable Use and Livelihoods Specialist Group. “Both of those models of conservation were built around hunting.”

For the full story, see:
NORIMITSU ONISHI. “Outcry for Cecil the Lion Could Undercut Conservation Efforts.” The New York Times (Tues., AUG. 11, 2015): A1 & A8.
(Note: the online version of the story has the date AUG. 10, 2015.)

“Gleefully” Using Climate Change “as an Opportunity to Put an End to Capitalism”

(p. B9) . . . , Peter Victor of York University in Canada published a study titled “Growth, degrowth and climate change: A scenario analysis,” in which he compared Canadian carbon emissions under three economic paths to the year 2035.
Limiting growth to zero, he found, had a modest impact on carbon spewed into the air. Only the “de-growth” situation — in which Canadians’ income per person shrank to its level in 1976 and the average working hours of employed Canadians declined by 75 percent — managed to slash emissions in a big way.
. . .
Let’s examine what our fossil-fueled growth has provided us. It has delivered gains in living standards in even the poorest regions of the world.
But that’s only the beginning. Economic development was indispensable to end slavery. It was a critical precondition for the empowerment of women.
Indeed, democracy would not have survived without it. As Martin Wolf, the Financial Times commentator has noted, the option for everybody to become better off — where one person’s gain needn’t require another’s loss — was critical for the development and spread of the consensual politics that underpin democratic rule.
Zero growth gave us Genghis Khan and the Middle Ages, conquest and subjugation. It fostered an order in which the only mechanism to get ahead was to plunder one’s neighbor. Economic growth opened up a much better alternative: trade.
The Oxford economist Max Roser has some revealing charts that show the deadliness of war across the ages. It was a real killer in the era of no growth. Up to half of all deaths among hunter-gatherers, horticulturalists and other ancient cultures were caused by conflict.
. . .
Naomi Klein, a champion of the leftward fringe newly converted to the environmental cause, gleefully proposes climate change as an opportunity to put an end to capitalism. Were she right, I doubt it would bring about the workers’ utopia she appears to yearn for. In a world economy that does not grow, the powerless and vulnerable are the most likely to lose. Imagine “Blade Runner,” “Mad Max” and “The Hunger Games” brought to real life.

For the full commentary, see:
Porter, Eduardo. “Economic Scene; No Growth, No World? Think About It.” The New York Times (Weds., DEC. 2, 2015): B1 & B9.
(Note: ellipses added.)
(Note: the online version of the commentary has the date DEC. 1, 2015, and has the title “Economic Scene; Imagining a World Without Growth.”)

The Victor paper mentioned above, is:
Victor, Peter A. “Growth, Degrowth and Climate Change: A Scenario Analysis.” Ecological Economics 84, no. 1 (Dec. 2012): 206-12.

The Roser charts, mentioned above, can be found at:
Roser, Max. Ethnographic and Archaeological Evidence on Violent Deaths 2015 [accessed Fri., Jan. 22, 2016]. Available from http://ourworldindata.org/data/violence-rights/ethnographic-and-archaeological-evidence-on-violent-deaths/.

The Klein book seeking to end capitalism, is:
Klein, Naomi. This Changes Everything: Capitalism vs. The (sic) Climate. New York: Simon & Schuster, 2014.

Textile Production Moving from China Back to United States

(p. A1) INDIAN LAND, S.C. — Twenty-five years ago, Ni Meijuan earned $19 a month working the spinning machines at a vast textile factory in the Chinese city of Hangzhou.
Now at the Keer Group’s cotton mill in South Carolina, which opened in March, Ms. Ni is training American workers to do the job she used to do.
“They’re quick learners,” Ms. Ni said after showing two fresh recruits how to tease errant wisps of cotton from the machines’ grinding gears. “But they have to learn to be quicker.”
Once the epitome of cheap mass manufacturing, textile producers from formerly low-cost nations are starting to set up shop in America. It is part of a blurring of once seemingly clear-cut boundaries between high- and low-cost manufacturing nations that few would have predicted a decade ago.
Textile production in China is becoming increasingly unprofitable after years of rising wages, higher energy bills and mounting logistical costs, as well as new government quotas on the import of cotton.
At the same time, manufacturing costs in the United States are becoming more competitive.
. . .
(p. A3) Ms. Ni, one of 15 Chinese trainers at Keer’s Indian Land plant, complained softly of American workers’ occasional tardiness. In China, she said, managers can dock the pay of workers who show up late. But here, she said, she felt frustrated that she could not discipline tardy staff.

For the full story, see:
HIROKO TABUCHI. “Chinese Textile Mills Are Now Hiring in Places Where Cotton Was King.” The New York Times (Mon., AUG. 3, 2015): A1 & A3.
(Note: ellipsis added.)
(Note: the online version of the story has the date AUG. 2, 2015, and has the title “Chinese Textile Mills Are Now Hiring in Places Where Cotton Was King.”)

Ten Quit, or Were Fired, “to Honor the Other 290”

(p. 1) A hellbent quest for authenticity produced some indelible on-set moments for Alejandro G. Iñárritu as he directed “The Revenant,” his two-and-a-half-hour opus of death, love and improvised surgery in the American West of the 1820s.
. . .
(p. 20) There were enough grumblings from the crew about delays, safety and overall misery that The Hollywood Reporter published an article in July in which one source described the experience as “a living hell.” Ten people either quit or were fired during filming, Mr. Iñárritu said, and he will not apologize for that.
“I have nothing to hide,” he said. “Of the 300 we started with, I had to ask some to step away, to honor the other 290. If one piece in the group is not perfect, it can screw the whole thing up.”
. . .
“Standing in a freezing river and eating a fish, or climbing a mountain with a wet bear fur on my back — those were some of the most difficult sequences for me,” said Mr. DiCaprio, who is considered a strong contender for an Oscar nomination for his performance. “This entire movie was something on an entirely different level. But I don’t want this to sound like a complaint. We all knew what we were signing up for. It was going to be in the elements, and it was going to be a rough ride.”
. . .
In person, . . . , Mr. Iñárritu has the chilled-out affect of a man who meditates every day and loves long walks. The only hint of intensity, and just a tinge of anger, comes when he discusses other movies. Too many of them today are like the products of fast-food chains, he said, ordered up by corporations that prize predictability and sameness over all else.
“What about going to a restaurant to be surprised?” he all but shouted. “That’s the risk that everybody avoids! In the context of cinema now, this movie is a bet.”
Raised in Mexico City, Mr. Iñárritu, 52, is the son of a banker who would eventually file for bankruptcy and end up selling fruit and vegetables to hotels and restaurants. The younger Iñárritu started off as a radio host, playing music and writing provocative, comical sketches with a political bent. He studied theater and learned to direct by shooting brand-identity commercials for a television station. By the time he landed his first feature, “Amores Perros,” released in 2000, he had spent hundreds of hours behind a camera. Then came “21 Grams” (2003), “Babel” (2006) and “Biutiful” (2010).

For the full story, see:
DAVID SEGAL. “That Bear and Other Threats.” The New York Times, Arts&Leisure Section (Sun., DEC. 27, 2015): 1 & 20.
(Note: ellipses added.)
(Note: the online version of the story has the date DEC. 22, 2015, and has the title “About That Bear: Alejandro G. Iñárritu Discusses Making ‘The Revenant’.”)

Innovators Need Time for Tedious Tasks

(p. 3) Innovation isn’t all about eureka moments. In fact, the road to creative breakthroughs is paved with mundane, workaday tasks. That’s the message of a recent study that might as well be titled “In Praise of Tedium.”
In the study, researchers sought to examine how extended periods of free time affect innovation. To do this, they analyzed activity on Kickstarter, the crowdfunding website, in nearly 6,000 American cities.
. . .
Over a period of about nine months, the researchers found a sharp increase in the number of new projects posted during the first few days of school break periods. The spike, they suggest, is tied to people having more time to perform the administrative aspects of Kickstarter projects — working on a manufacturing plan, say, or setting up a rewards schedule. While people may be using some stretches of free time to nurture those much lauded light bulb moments, the process of innovation also appears to require time to carry out execution-oriented tasks that are not particularly creative but still necessary to transform an idea into a product, the study indicates.

For the full story, see:
PHYLLIS KORKKI. “Applied Science; Good Ideas Need Time for Tedious Legwork.” The New York Times, SundayBusiness Section (Sun., AUG. 16, 2015): 3.
(Note: ellipsis added.)
(Note: the online version of the story has the date AUG. 15, 2015, and has the title “Applied Science; Looking for a Breakthrough? Study Says to Make Time for Tedium.”)

The academic paper summarized in the passages quoted above, is:
Agrawal, Ajay, Christian Catalini, and Avi Goldfarb. “Slack Time and Innovation.” Rotman School of Management Working Paper #2599004, April 25, 2015.

Those on the Scene Matter for Outcome of Crisis

Amanda Ripley has argued that in many disasters, it is not the well-trained “first responders” who matter most for the outcome, but those who happen to be close to the scene. The problem is that often the “first responders” do not arrive soon enough to save lives or head off the crisis. The story sketched in the passages quoted below, seems to be another example for her thesis.

(p. B1) “We had a one-minute warning,” recalled Dr. Lax, a mathematician who was the director of the university’s computer center at the time. “The son of a friend ran in” and shouted that the demonstrators were coming for the computer, he said. “It was too late to call the police and fortify.”
. . .
Jürgen Moser, a mathematician who was the director of the Courant Institute, the university’s prestigious math research center, tried to stop the demonstrators when they swarmed into Warren Weaver Hall. According to a chapter in a biography of Dr. Lax by Reuben Hersh, Dr. Moser, who died in 1999, said he was “pushed and shoved around, and was unable to deter them.”
. . .
After a two-day occupation, the protesters decided to end the takeover. But they did not carry out everything they had taken in, as two assistant professors, Frederick P. Greenleaf and Emile C. Chi, discovered when they ran in.
“We thought, ‘Let’s go take a look before the place gets locked down,’ ” Dr. Greenleaf recalled last week. “They had knocked the doorknobs off the door so you couldn’t open it.”
But there was a small window, high up in the door, and they peered in. “We could see there was an improvised toilet paper fuse,” he said. “It was slowly burning its way to a bunch of containers, bigger than gallon jugs. They were sitting on the top of the computer.”
. . .
Already, he said, smoke was curling under the door.
He and Professor Chi grabbed a fire extinguisher in the stairwell.
The only way to douse the fuse was to aim the fire extinguisher under the door. The only way to know where to aim it was to look through the window in the door, which was too high for whoever was operating the fire extinguisher to look through and aim at the same time.
So one functioned as the eyes for the pair, sighting through the window and directing the other to point the fire extinguisher up or down or left or right. “In a minute, we had managed to spritz the fuse,” Dr. Greenleaf said.

For the full story, see:
JAMES BARRON. “Grace Notes; The Mathematicians Who Saved a Kidnapped N.Y.U. Computer.” The New York Times (Mon., DEC. 7, 2015): A17.
(Note: ellipses added.)
(Note: the online version of the story has the date DEC. 6, 2015, and has the title “Grace Notes; The Mathematicians Who Ended the Kidnapping of an N.Y.U. Computer.”)

The Ripley book mentioned above, is:
Ripley, Amanda. The Unthinkable: Who Survives When Disaster Strikes – and Why. New York: Crown Publishers, 2008.

Serendipitous Fix for Colorblindness

(p. 3) The eyeglass lenses that Don McPherson invented were meant for surgeons. But through serendipity he found an entirely different use for them: as a possible treatment for colorblindness.
Mr. McPherson is a glass scientist and an avid Ultimate Frisbee player. He discovered that the lenses he had invented, which protect surgeons’ eyes from lasers and help them differentiate human tissue, caused the world at large to look candy-colored — including the Frisbee field.
At a tournament in Santa Cruz, Calif., in 2002, while standing on a grassy field dotted with orange goal-line cones, he lent a pair of glasses with the lenses to a friend who happened to be colorblind. “He said something to the effect of, ‘Dude, these are amazing,’ ” Mr. McPherson says. “He’s like, ‘I see orange cones. I’ve never seen them before.’ ”
Mr. McPherson was intrigued. He said he did not know the first thing about colorblindness, but felt compelled to figure out why the lenses were having this effect. Mr. McPherson had been inserting the lenses into glasses that he bought at stores, then selling them through Bay Glass Research, his company at the time.
Mr. McPherson went on to study colorblindness, fine-tune the lens technology and start a company called EnChroma that now sells glasses for people who are colorblind. His is among a range of companies that have brought inadvertent or accidental inventions to market. Such inventions have included products as varied as Play-Doh, which started as a wallpaper cleaner, and the pacemaker, discovered through a study of hypothermia.
. . .
EnChroma was still struggling to solve its marketing conundrum when another serendipitous event occurred: A paint company wanted to finance an ad campaign featuring the glasses. The idea was to introduce color to the colorblind. To that end, videos were made of EnChroma users wearing the glasses for the first time while looking at things like sunsets, colorful artwork and, of course, paint samples.
The ad campaign increased EnChroma’s sales and spurred a trend: New EnChroma customers began filming and sharing their experiences online. The company placed inserts in its eyeglass boxes encouraging customers to participate.
Prompted by the insert, Bob Balcom, a 60-year-old retired high school science teacher and labor relations specialist in Chatham, N.Y., uploaded his first YouTube video in March. Shot by his wife, it shows Mr. Balcom putting the glasses over his own eyeglasses and staring up at the sky quietly for several seconds. “The blue sky is deeper than I’ve ever seen,” he says. “It reminds me of Colorado. And the pine trees, they’re just so green.” Tears stream down his cheeks and into his gray beard.

For the full story, see:
CLAIRE MARTIN. “Finding a Niche for the Accidental Spectacles.” The New York Times, SundayBusiness Section (Sun., AUG. 16, 2015): 3.
(Note: ellipsis, and bracketed dates, added.)
(Note: the online version of the story has the date AUG. 15, 2015, and has the title “EnChroma’s Accidental Spectacles Find Niche Among the Colorblind.” )

Canadian Cartel Seizes 20,400 Pounds of Robert Hodge’s Maple Syrup

Video interviews related to the New York Times article quoted below.

(p. B1) The scenic and narrow lane that leads to Robert Hodge’s sugar camp is surrounded by a cat’s cradle of plastic piping that draws sap from 12,000 trees. At the end of the lane, a ramshackle hut contains reverse osmosis pumps to concentrate the harvest. A stainless steel evaporator, about the size of a truck, finishes the conversion into maple syrup.
Just one thing is missing: the maple syrup.
For weeks, security guards, hired by the Federation of Quebec Maple Syrup Producers, kept watch over Mr. Hodge’s farm. Then one day, the federation seized 20,400 pounds of maple syrup, his entire annual production, worth about 60,000 Canadian dollars, or nearly $46,000.
The incident was part of the escalating battle with farmers like Mr. Hodge who break the law by not participating in the federation’s tightly controlled production and sales system.
“It’s a good thing that I’m not 35, 40 years old because I’d pack up all my sugar equipment that’s movable, and I’d go to the United States — oh yes, in a minute, in a minute,” said Mr. Hodge, 68.
While many Americans associate Vermont with maple syrup, Quebec is its center. The province’s trees produce more than 70 (p. 4) percent of the world’s supply and fill the majority of the United States’ needs. The federation, in turn, has used that dominance to restrict supply and control prices of the pancake topping.
. . .
Mr. Hodge is similarly intransigent. At this point in the season, Mr. Hodge would normally have sold his syrup, turning his attention to his cattle and other crops. But this year he had nothing to sell. He contends that farmers should be allowed to set their own level of production and sell directly to large buyers, regardless of what the law says.
“They call us rebels, say we’re in a sugar war or something. I’ve heard rumors of that,” said Mr. Hodge, at his farm in Bury, Quebec.
“Yeah, I guess you could call it that.”
Across the table, Whitney, his 20-year-old daughter, who also farms, looked up from her smartphone and interjected.
“A war over maple syrup, like how pathetic can you get?”
. . .
Prices are set by the federation, in negotiation with a buyers’ group. The federation holds most of the power, given that it controls a majority of the world’s production.
Such domestic systems are facing scrutiny in a global marketplace. One major hurdle in the talks over the Trans-Pacific Partnership, a major trade deal with 12 countries, has been Canada’s refusal to dismantle a similar quota system for dairy and poultry farmers.
Maple syrup buyers, including some American companies, have bristled at the federation’s tactics. They appreciate the steady supply. But some have taken issue with the aggressive enforcement efforts, including large fines for companies buying from Quebec producers outside the system, and the rising prices.
The situation, critics contend, could prompt buyers and producers to shift to the neighboring province of New Brunswick, and Vermont in the United States. Or consumers might simply pour artificial syrup instead.
“People will always eat chicken,” said Antoine Aylwin, a Montreal lawyer who has represented several buyers in disputes with the federation, including some American companies. “But they will not always eat maple syrup if they think that they can’t afford it.”

Defying the Law
Mr. Hodge was shocked in 2009 when the federation demanded 278,000 Canadian dollars for not joining the system and for selling directly to a buyer in Ontario.
Most years, Mr. Hodge’s sugar bush grosses about 50,000 Canadian dollars. About half the money goes to cover electricity for the vacuum pumps and oil for the evaporator.
“I’d have to give them 100 percent of what I gross for five years, and I would have nothing for production cost,” he said. “That just ain’t possible.”
Mr. Hodge openly acknowledges that he is defying the law. When the quota and centralized selling system were introduced, he continued to sell directly to a buyer in Ontario.
. . .
Like others who have invoked the federation’s wrath, Mr. Hodge’s battle seems as much about principle as avoiding a potentially crippling fine.
In Mr. Hodge’s view, the system’s restrictions are stunting the growth of Quebec’s industry. It is less bureaucratic and less expensive, he explains, for buyers to go to Vermont or New Brunswick. He said that he had no problem with paying the federation its 12 cents a pound tax for various services, like promoting maple syrup in new markets, particularly in Asia. But he will not adhere to the quotas.
“Well, I don’t accept the system because I don’t believe in not being able to sell our product,” he said. “We just think that that product is ours. We bought the land. We’ve done all the work. Why should we not be able to sell our product the way we want as long as we legitimately put it on our income tax?”
That’s a question that exasperates Mr. Trépanier of the federation. While Mr. Trépanier studiously avoids calling the organization a cartel, he has described it as the OPEC of maple syrup in the past, referring to the group of oil-producing countries. The system, he said, is doomed to collapse without production discipline.

For the full story, see:
IAN AUSTEN. “The Maple Syrup Mavericks.” The New York Times, SundayBusiness Section (Sun., AUG. 23, 2015): 1 & 4.
(Note: ellipses added.)
(Note: the online version of the story has the date AUG. 20, 2015, and has the title “Canadian Maple Syrup ‘Rebels’ Clash With Law.”)

Only a Founder Has the Moral Authority to Shake Up a Company

(p. B1) SAN FRANCISCO — Shortly after Twitter’s board of directors began its search for a new chief executive in June [2015], it said it would only accept someone willing to commit to the job full time. It was a not-so-subtle message to Twitter’s co-founder and interim boss, Jack Dorsey, that he would have to give up his job running Square, a mobile payments start-up, if he wanted to run Twitter on a permanent basis.
On Monday [Oct. 5, 2015], the eight-member board reversed itself, announcing that it had decided to allow Mr. Dorsey, its chairman, to head both companies after all.
. . .
(p. B8) This is Mr. Dorsey’s second go-round as Twitter’s chief executive.
Evan Williams, a board member and co-founder of Twitter who was instrumental in firing him in 2008, noted that the board considered many candidates before settling on Mr. Dorsey.
“I honestly didn’t think we’d land on Jack when we started unless he could step away from Square,” Mr. Williams wrote in a post on Medium, the social media site he now runs. “But ultimately, we decided it was worth it.”
In the end, Mr. Dorsey made a compelling case that he had matured and grown as a leader and that only a founder would have the moral authority to truly shake up a company that has been struggling to attract new users and compete for advertising dollars.

For the full story, see:
VINDU GOEL and MIKE ISAAC. “Delegating, Dorsey Will Lead Twitter and Square.” The New York Times (Tues., OCT. 6, 2015): B1 & B8.
(Note: ellipsis, and bracketed dates, added.)
(Note: the online version of the story has the date OCT. 5, 2015, and has the title “Delegating, Jack Dorsey Will Lead Twitter and Square.”)