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“The Big Fail” – Anti-Lockdown Goes Mainstream

"The Big Fail" – Anti-Lockdown Goes Mainstream

Authored by Jeffrey Tucker via The Brownstone Institute,

It’s a shift worth marking. 

New…

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"The Big Fail" - Anti-Lockdown Goes Mainstream

Authored by Jeffrey Tucker via The Brownstone Institute,

It’s a shift worth marking. 

New York Magazine is featuring an article called “COVID Lockdowns Were a Giant Experiment. It Was a Failure.” The authors are two excellent journalists, Joe Nocera and Bethany McLean, who have also written a new book called The Big Fail, which I have not read but intend to.

The ascent of the book and thesis is hugely important, if only to further blunt the impact of Michael Lewis’s The Premonition, which came out in 2021 with the purpose of valorizing the absolute worst of the lockdowners. 

The worry at the time was that Lewis’s book, like The Big Short, would become a major movie that would codify lockdowns as the right way to deal with infectious disease. That does not seem to be happening, and the cleverly titled book by Nocera and McLean seems to assure that this will never happen. Thank goodness. This is progress. Be grateful when we see it. It is also a tremendous credit to all those who have been pushing the Nocera/McLean thesis since the spring of 2020. 

Lockdowns were always an impossible means of pandemic management. We knew that from a century ago. It was not even controversial. The orthodoxy in public health survived even up to a few weeks before the lockdowns began.

Out of nowhere, settled wisdom was completely upended. Suddenly, as if straight from Orwell, lockdowns became “common sense mitigation measures.”

Meanwhile this country and most other countries around the world were being utterly tortured by a crazed bureaucracy determined to master the microbial kingdom by bullying people and wrecking their businesses, schools, churches, and lives. 

If nothing else, this era proves for this generation the astonishing capacity of the human mind to undertake utterly insane policy experiments on a grand scale without the slightest evidence that they could ever succeed, even while they trample on all established norms of rights and liberties. 

This is a revelation, at least to me. We’ve never seen anything like it in our lives.

Speaking personally, this reality utterly shattered a worldview that I didn’t know I held: namely, I genuinely believed humanity was on a path, even an inevitable one, toward greater knowledge, learning, and the embrace of freedom. After March 2020, I and everyone discovered otherwise. That was both intellectually and psychologically traumatic for me and for millions of others. 

We are still figuring out how and why all this happened. In order to do that, we at least need a consensus that this was a terrible mistake. Even three and a half years later, we haven’t even had that. To be sure, it is very difficult to find defenders of lockdowns. They have mostly evaporated into the hedges. Even those who pulled the trigger and defended them at the time are all denying that they had anything to do with them. My favorite: we never had a real lockdown. 

Regardless, the mere appearance of the Nocera/McLean article takes us quite a distance to where we need to be at least for now. Yes, it is 42 months late, but we take progress wherever we can find it. 

Just some quotes from the article:

“One of the great mysteries of the pandemic is why so many countries followed China’s example. In the U.S. and the U.K. especially, lockdowns went from being regarded as something that only an authoritarian government would attempt to an example of “following the science.” But there was never any science behind lockdowns — not a single study had ever been undertaken to measure their efficacy in stopping a pandemic. When you got right down to it, lockdowns were little more than a giant experiment.”

“Unfortunately, there is no shortage of policy failures of which to take stock. We do an accounting of many of them in our new book, The Big Fail. But one that looms as large as any, and remains in need of a full reckoning in the public conversation, is the decision to embrace lockdowns. While it is reasonable to think of that policy (in all its many forms, across different sectors of society and the 50 states) as an on-the-fly experiment, doing so demands that we come to a conclusion about the results. For all kinds of reasons, including the country’s deep political divisions, the complexity of the problem, and COVID’s dire human toll, that has been slow to happen. But it’s time to be clear about the fact that lockdowns for any purpose other than keeping hospitals from being overrun in the short term were a mistake that should not be repeated. While this is not a definitive accounting of how the damage from lockdowns outweighed the benefits, it is at least an attempt to nudge that conversation forward as the U.S. hopefully begins to recenter public-health best practices on something closer to the vision put forward by [Donald] Henderson.”

You will notice the hedge here: “for any purpose other than keeping hospitals from being overrun.” Another way to put it: lockdowns are fine for rationing healthcare. There is reason to emphatically disagree. Hospitals wildly exaggerated how overrun they were. There were two hospitals in New York boroughs that had high traffic, but this was due to exigencies of ambulance contracts. The rest were largely empty as they were around the country. This was due to lockdowns that restricted medical services to Covid only even in places where there was no community spread, plus public fear of leaving the home. 

(I had a conversation last week with the head of a company that sells ventilators and diagnostic equipment to hospitals in New York. He said that in the early months of lockdown, he had never seen hospitals so empty. This was confirmation to me of what we already knew.)

This whole subject needs some serious unpacking. To my knowledge, we still don’t know where the edicts came from to lock down hospitals all over the country. That is a research project all its own. In other words, carving out an exception for “overrun” hospitals is deeply dangerous: it only incentivizes the lockdowners next time to game the reporting in a way that is favorable to more lockdowns. This is precisely what happened in the UK, where the main and even only justification for lockdowns was the rationing of healthcare services. 

So this proviso is actually dangerous in every way. 

Now we must deal with another piece of this article that is far from correct. I quote:

“As the United States gains more and more distance from the COVID pandemic, the perspective on what worked, and what did not, becomes not only more clear, but more stark. Operation Warp Speed stands out as a remarkable policy success. And once the vaccines became available, most states did a good job of quickly getting them to the most vulnerable, especially elderly nursing-home residents.”

The perspective is what we might be called the exogenous theory of the jab. The idea is that the lockdowns and masking and the whole apparatus of disease control exists in a separate system of ideological confusion, whereas the vaccine came from the outside to intervene but otherwise was not part of the planning apparatus. 

I certainly once shared this view. About the vaccine in 2020, rumored to come along at any point, I care next to nothing about it. I assumed it would be useless because my reading on the topic showed that a coronavirus is in the class of pathogens against which one cannot vaccinate. 

That aside, there is a real danger associated with attempting to vaccinate your way out of pandemic. You can create the conditions that drive mutations even more, and introduce the prospect of what’s called original antigenic sin. What I had not anticipated was that the shot would be actually deeply dangerous, much less that it would be mandated. 

The more research we do, the less plausible this theory of exogenous intervention is. From the very outset, the vaccine was planned and a huge part of the entire pandemic control agenda. And consider this question. Would it have been possible to drive the emergency use authorization, indemnify the results from any liabilities, retain patents, elicit tax funds for development, plus push innumerable institutions to mandate the shots in absence of the national emergency, the frenzy, the demoralization, and the population-wide panic? I’ve asked many people this question, and the answer is always: no way. 

There is no world in which Warp Speed would have taken hold absent the lockdowns. They are all part of the same system and policy. So, yes, it is strange for our authors to isolate the vaccine as good in the context of everything else which they label bad. Emergencies elicit bad actors and bad actions. They are all of a piece. 

At this point, most of us have become jaded about media and messaging from mainstream sources. So an easy tag to put on this important article in New York Magazine is: limited hangout. Let’s admit failure where possible, concede mistakes and disasters along the way, even while sneaking in an approving and passing remark about the thing which in the end is the most important part of the whole epoch, namely the vaccine itself. That way, the rubes will be satisfied that there is some accountability going on, even while the biggest and deepest caper of them all gets away without a scratch. 

There is no need here to chronicle the innumerable and now widely known failure of the shot. In any case, among those who still want to claim it to be a great success, their messaging is not long for this world. The evidence is too overwhelming, and felt in every part of society the world over. 

What we have with this book and article is an important step. It is just one step. Lockdowns utterly shattered the protocols of public health, settled law, and freedom itself all over the world. They wrecked myriad institutions, wrought an incredible economic and cultural crisis, demoralized the whole population, and built up a leviathan of command and control that is not only not backing down but growing ever more. Far more will be required to utterly and completely repudiate the methods and madness of our epoch. 

Tyler Durden Mon, 11/06/2023 - 17:00

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Starbucks CEO’s new plan does not focus on coffee

The company’s new CEO has a very different plan for the company than his predecessor Howard Schultz.

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Howard Schultz based the Starbucks business model on Italian cafes. He saw the chain's stores as a "third place," after work and home for its customers.

He also understood that the Starbucks experience centered around coffee. That was something he was fiercely protective of, and he even wanted customers to be hit with a coffee smell as soon as they walked into one of the chain's cafes. 

Related: Coca-Cola quietly stops selling an iconic soda flavor

In his 1997 book "Pour Your Heart Into It," Schultz described the aroma as "heady, rich, full-bodied, dark, suggestive." The company's multiple-time CEO, who has since left its board, even made the chain take items like its Morning Bun cinnamon roll off the menu because when warmed, the bun's smell overpowered the signature coffee scent.

You may disagree with Schultz's coffee preferences (and really question the whole olive oil thing), but it's hard to doubt his devotion to coffee. His successor, however, Laxman Narasimhan, a former PepsiCo executive, seems much less devoted to coffee and more devoted to efficiency.

That's something that is clearly laid out in the coffee chain's new "reinvention" plan which it shared on Nov. 2.

"Triple Shot Reinvention will focus on three priorities: elevating the Starbucks brand; strengthening the company’s digital capabilities; and becoming truly global; customized with 'two pumps' unlocking efficiency and reinvigorating partner culture," the company shared in an email sent to TheStreet.

Those all sound like noble goals, but the word "coffee" only appears in the document eight times, entirely in an incidental way or in the name "Starbucks Coffee Company."

Starbucks' new CEO has a very different approach than his predecessor.

Image source: Starbucks

Starbucks serves up a hot mug of efficiency 

Narasimhan's plans seems a lot like the ones put forward by one of Schultz's previous successors Kevin Johnson. Instead of focusing on coffee, Johnson worked to build out the company's digital infrastructure. 

That actually paid off when the pandemic hit, but that was a bespoke event that's unlikely to be repeated. The new CEO's "Triple Shot" focuses entirely on operations with a slight nod to its current labor relations problems. It also has five, not three, priorities for the coffee company.

  • Elevating the brand
  • Strengthening and scaling digital
  • Becoming truly global 

Starbucks uses a forced coffee analogy to add in two more items.

"These strategies are customized with two enabling “pumps” which will: Unlock efficiency, and Reinvigorate the partner culture," the company shared. 

That sounds like the sort of plan a company makes to better appeal to Wall Street, but there is a single paragraph that at least addresses coffee.

Additionally, the brand will be elevated through further product innovation. The company will continue to grow coffee and its core menu through customization and personalized marketing — adding popular beverage innovations to the core line up — which now accounts for 85% of net beverage sales. The company will also drive innovation through two specific areas of focus: targeted dayparts and growing food attach with all-day breakfast and all-day snacks.

That's not exactly the love letter to coffee that Schultz envisioned for the brand. The entire plan, which might be good for the company, lacks the passion that made the company what it is. 

"When I first discovered in the early 1980s the Italian espresso bars in my trip to Italy, the vision was to re-create that for America — a third place that had not existed before. Starbucks re-created that in America in our own image; a place to go other than home or work. We also created an industry that did not exist: specialty coffee," Schultz said.

That seems like a mission while the "Triple Shot" plans seem built around corporate speak. 

"We see an opportunity to better leverage our footprint to serve the evolving needs of our customers. Innovation in our store formats, to purpose defined stores like pick-up, drive-thru only, double-sided drive-thru, and delivery-only allows us to better meet our customers where they are at through differentiated experiences,” Starbuck North America President Sara Trilling said. "To capture that demand, we will build more new stores – with new formats, in new cities and cities we’re already in. To be clear, Starbucks has not saturated the U.S. market."

Schultz, on the other hand, often sounded like Walt Disney using words like "passion" and 'dreams." But, in the end, this quote seems to sum up the feeling that's missing under the company's new leadership.

"I can't imagine a day without coffee. I can't imagine!" he said.

 

    

 

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Food waste prevention in Europe can generate major footprint savings

New research shows that European food consumption draws unnecessarily excessively on global resources, which is why researchers are calling for political…

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New research shows that European food consumption draws unnecessarily excessively on global resources, which is why researchers are calling for political action. Many of the foods that are consumed in Europe are produced in countries outside Europe. Food loss – and waste later in the chain, (read more on waste terms below) – occurs along the food supply chain, from the primary agricultural sector in Europe or rest of the world, until it feeds mouths in Europe.

Credit: Albert Osei-Owusu

New research shows that European food consumption draws unnecessarily excessively on global resources, which is why researchers are calling for political action. Many of the foods that are consumed in Europe are produced in countries outside Europe. Food loss – and waste later in the chain, (read more on waste terms below) – occurs along the food supply chain, from the primary agricultural sector in Europe or rest of the world, until it feeds mouths in Europe.

“Halving Europe’s food loss and waste, together with a redistribution of global food resources, could solve the challenges of food shortages in the world,” says Marianne Thomsen, research leader and professor of sustainable food systems at the Department of Food Science at the University of Copenhagen (UCPH FOOD).

This is why countries should invest in solutions to reduce food loss and waste at all stages of the food supply chain, believes Marianne Thomsen.

Gains from reducing food loss and waste

The researchers’ scenario calculations show what will happen if we halve the food loss and waste along the food supply chains associated with Europe’s food consumption. Halving food loss and waste in Europe’s food supply chains equates to saving 8 % of the greenhouse gas emissions caused by food consumption in Europe, along with an associated saving of 6 % of agricultural areas and 6 % of grazing areas – overall equalling 12 % of agricultural areas – as grazing areas are used for livestock. In addition, there is a saving of 7 % of water consumption, and 14 % of energy embodied in the food production for the citizens of Europe (see also the calculations below).

Marianne Thomsen points towards monitoring and reporting of food loss and waste by all actors along the food supply chain as an important policy instrument.

“Such a policy instrument may, supported by other types of policy instruments, be a strong incentive for companies and the rest of society to invest time and money in new technology and collaboration to prevent food loss and waste by closing the loop along the food supply chains within local circular food systems,” she says.

Marianne Thomsen also provides some examples of where food waste can be prevented:

“The companies can collaborate on sustainable innovation in circular symbioses where side streams are utilized for producing upcycled ingredients and products. As another example, the service industry can apply upcycled ingredients produced from surplus food in the wholesale sector, while at the same time nudge costumers to take smaller portions by reducing the plate size,” she explains.

A new angle on Europe’s footprint

National greenhouse gas emission inventories are based on the amount of greenhouse gases emitted by individual countries from the food production that occurs within their own geographical borders. The new calculations apply a consumption-based accounting approach. This includes the climate footprint from locally produced and imported food in European countries, while excluding domestically produced foods exported to other countries. In the scenario calculations, the researchers have assumed that the reduction in food loss and waste occurs through prevention, generating a reduction in food production and supply to satisfy European food consumption.

“Cutting food loss and waste caused by Europe’s food consumption by 50 % requires political intervention, and also that policy interventions are adapted to national circumstances and specific regional and local challenges,” says Marianne Thomsen.

The calculations show that there are large regional differences determining the most effective intervention type. That said, Western Europeans show the greatest potential footprint savings, especially France, Germany, Belgium, and the Netherlands. But also, countries with a lower gross domestic product, such as Greece, Croatia, Bulgaria, and Romania have great potential for food waste prevention. The agricultural sector shows the greatest potential for reducing the climate footprint, while the greatest potential for saving energy is found in the service industry, which includes canteens, hotels, and restaurants.

Waste Terminology

In an international context, “food loss” occurs from the primary agricultural sector to the food processing industry and the wholesale sector, while from the retail sector towards the service industry and households, we refer to “food waste”.

The calculations

The calculations are based on world food production and trade in 2018. By reducing the food loss and waste resulting from European food consumption by 50 %, the following consumption-based footprint savings can be achieved:

51 million tonnes CO2 equivalents (8%)

106,446 km2 agricultural land use (6 %)

55,523 km2 use of grazing land (6 %)

4.6 billion m3 water savings (7 %)

131 terawatt-hours (0.47 exajoules) energy savings (14 %)

The scientific article

Potential Energy and Environmental Footprint Savings from Reducing Food Loss and Waste in Europe: A Scenario-Based Multiregional Input–Output Analysis

The article is published in Environmental Science & Technology.

DOI: 10.1021/acs.est.3c00158

Authors:

Marianne Thomsen, Professor of Sustainability Assessment – Sustainable Food Processing and Production at the Department of Food Science at the University of Copenhagen (UCPH FOOD) (research leader). Marianne Thomsen is affiliated with Green Solutions Center, Fighting food waste Thematic Solutions – University of Copenhagen.

Albert Kwame Osei-Owusu, Postdoc at the Department of Sustainability and Planning, Aalborg University.

Quentin D. Read, Statistician at the U.S. Department of Agriculture’s Agricultural Research Service (ARS)

The research study is co-financed by the EU project FOODRUS, which aims to prevent food loss and waste in Europe and identify and implement innovative circular solutions for resilient food systems.

The research study applies multi-regional input-output modelling to estimate the potential footprint savings that result from reducing current FLW levels in Europe by 50%. The baseline, for calculating the impact of food loss and waste prevention, is the world food production and trade in 2018, pre-COVID-19.


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Starbucks ‘reinvention’ plan barely mentions coffee

The company’s new CEO has a very different plan for the company than his predecessor Howard Schultz.

Published

on

Howard Schultz based the Starbucks business model on Italian cafes. He saw the chain's stores as a "third place," after work and home for its customers.

He also understood that the Starbucks experience centered around coffee. That was something he was fiercely protective of, and he even wanted customers to be hit with a coffee smell as soon as they walked into one of the chain's cafes. 

Related: Coca-Cola quietly stops selling an iconic soda flavor

In his 1997 book "Pour Your Heart Into It," Schultz described the aroma as "heady, rich, full-bodied, dark, suggestive." The company's multiple-time CEO, who has since left its board, even made the chain take items like its Morning Bun cinnamon roll off the menu because when warmed, the bun's smell overpowered the signature coffee scent.

You may disagree with Schultz's coffee preferences (and really question the whole olive oil thing), but it's hard to doubt his devotion to coffee. His successor, however, Laxman Narasimhan, a former PepsiCo executive, seems much less devoted to coffee and more devoted to efficiency.

That's something that is clearly laid out in the coffee chain's new "reinvention" plan which it shared on Nov. 2.

"Triple Shot Reinvention will focus on three priorities: elevating the Starbucks brand; strengthening the company’s digital capabilities; and becoming truly global; customized with 'two pumps' unlocking efficiency and reinvigorating partner culture," the company shared in an email sent to TheStreet.

Those all sound like noble goals, but the word "coffee" only appears in the document eight times, entirely in an incidental way or in the name "Starbucks Coffee Company."

Starbucks' new CEO has a very different approach than his predecessor.

Image source: Starbucks

Starbucks serves up a hot mug of efficiency 

Narasimhan's plans seems a lot like the ones put forward by one of Schultz's previous successors Kevin Johnson. Instead of focusing on coffee, Johnson worked to build out the company's digital infrastructure. 

That actually paid off when the pandemic hit, but that was a bespoke event that's unlikely to be repeated. The new CEO's "Triple Shot" focuses entirely on operations with a slight nod to its current labor relations problems. It also has five, not three, priorities for the coffee company.

  • Elevating the brand
  • Strengthening and scaling digital
  • Becoming truly global 

Starbucks uses a forced coffee analogy to add in two more items.

"These strategies are customized with two enabling “pumps” which will: Unlock efficiency, and Reinvigorate the partner culture," the company shared. 

That sounds like the sort of plan a company makes to better appeal to Wall Street, but there is a single paragraph that at least addresses coffee.

Additionally, the brand will be elevated through further product innovation. The company will continue to grow coffee and its core menu through customization and personalized marketing — adding popular beverage innovations to the core line up — which now accounts for 85% of net beverage sales. The company will also drive innovation through two specific areas of focus: targeted dayparts and growing food attach with all-day breakfast and all-day snacks.

That's not exactly the love letter to coffee that Schultz envisioned for the brand. The entire plan, which might be good for the company, lacks the passion that made the company what it is. 

"When I first discovered in the early 1980s the Italian espresso bars in my trip to Italy, the vision was to re-create that for America — a third place that had not existed before. Starbucks re-created that in America in our own image; a place to go other than home or work. We also created an industry that did not exist: specialty coffee," Schultz said.

That seems like a mission while the "Triple Shot" plans seem built around corporate speak. 

"We see an opportunity to better leverage our footprint to serve the evolving needs of our customers. Innovation in our store formats, to purpose defined stores like pick-up, drive-thru only, double-sided drive-thru, and delivery-only allows us to better meet our customers where they are at through differentiated experiences,” Starbuck North America President Sara Trilling said. "To capture that demand, we will build more new stores – with new formats, in new cities and cities we’re already in. To be clear, Starbucks has not saturated the U.S. market."

Schultz, on the other hand, often sounded like Walt Disney using words like "passion" and 'dreams." But, in the end, this quote seems to sum up the feeling that's missing under the company's new leadership.

"I can't imagine a day without coffee. I can't imagine!" he said.

 

    

 

Read More

Continue Reading

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