Drake Bennett and Michael Riley • Businessweek
Inside America's shadow intelligence agency.
In 1940, a year before the attack on Pearl Harbor, the U.S. Navy began to think about what a war with Germany would look like. The admirals worried in particular about the Kriegsmarine's fleet of U-boats, which were preying on Allied shipping and proving impossible to find, much less sink. Stymied, Secretary of the Navy Frank Knox turned to Booz, Fry, Allen & Hamilton, a consulting firm in Chicago whose best-known clients were Goodyear Tire & Rubber (GT) and Montgomery Ward. The firm had effectively invented management consulting, deploying whiz kids from top schools as analysts and acumen-for-hire to corporate clients. Working with the Navy's own planners, Booz consultants developed a special sensor system that could track the U-boats' brief-burst radio communications and helped design an attack strategy around it. With its aid, the Allies by war's end had sunk or crippled most of the German submarine fleet.
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Robert F. Worth • The New York Times
A portrait of Bashar al-Assad's Alawite base
The family fled their home on the capital's outskirts to Mezze 86, where they would be surrounded by other Alawites. "We are the ones who are being targeted," Ibtisam told me. "My husband did nothing. He was a retired officer volunteering at a hospital." Now, she said, she could barely afford to rent two cramped rooms with her four children. A dull artillery boom shook the coffee cups on the table where we sat. The men who took me to her, also Alawite, began to reel off their own stories of murdered friends and relatives, and of neighbors abducted by rebels. "You will find stories like this in every house, people killed, people kidnapped, and all because of their sect," one of them said. "They think all Alawites are rich, because we are the same sect as Bashar al-Assad. They think we can talk to the president whenever we like. But look how we are living!"
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Marc Ambinder • Foreign Policy
How Obama's pick to lead the FBI tried to put the brakeson the NSA's surveillance dragnet
It was not until Attorney General John Ashcroft was hospitalized with pancreatitis in early 2004 that his deputy, James Comey, first learned the extent of the Bush administration's surveillance programs. Reluctantly, the White House had agreed to "read him in." What Comey found out -- about both the government's warrantless domestic telephone interceptions and the bulk collection of data processed on American servers -- stunned him. Relying on an extreme interpretation of executive authority, the Bush legal team had established a set of war powers that broke precedent and concentrated power in the White House. Together with Jack Goldsmith, the Justice Department's head of the Office of Legal Counsel, Comey realized these efforts were based on legal opinions that should never have been signed.
Of particular concern was the fact that telecom companies, Internet companies, credit-rating agencies, and the like had been providing the National Security Agency (NSA) with any customer records that the agency asked to see -- who called whom, who bought what, who rented a car where. As many as 50 companies were providing the NSA with un-sifted bulk data on a regular basis without a court order. There was no discrimination at all; Americans and non-Americans alike were swept up by this surveillance dragnet. Faced with a White House request to reauthorize these activities, as Ashcroft had done, Comey balked.
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