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Don't worry about the glass ceiling -- the basement is flooding, says Laurie Penny

Let's not pretend that a few more skirt suits in the palaces of finance will deliver the change that women need.

The world is going wild for lady bankers. For the first time, a woman, Christine Lagarde, is in charge of the International Monetary Fund (IMF), her tender hand stewarding the institution away from the testosterone-sodden tenancy of Dominique Strauss-Kahn.

Meanwhile, the press is profiling high-ranking female executives, such as the Facebook chief, Sheryl Sandberg, and a new campaign group, the 30 Per Cent Club, is working to increase the representation of women in FTSE 100 company boardrooms from around 13 per cent to just under a third.

It is implied that doing so will turn banking into a caring industry, in which profits soar like bluebirds in corridors that ring with the clatter of Manolos on marble. There are three distinct problems with this hypothesis.

The first is that it's arrant twaddle, based on cod science and lazy stereotypes. The 30 Per Cent Club's claim that companies with more women bosses tend to perform better wasn't pulled out of thin air but it hasn't been proven that this is because women's pink and squishy brains make them more careful investors, as the pseudoscience of "neuroeconomics" suggests -- it could simply be that more progressive companies tend to hire more women.

Sexism is rife in the City of London. The Fawcett Society's Sexism in the City campaign in 2008 drew attention to a culture of unequal pay, disregard for the practicalities of childcare, laddish posturing and business deals done in strip clubs.

Yet it is ludicrous to suggest, as many have done, that if we were to temper the big, bad boy's world of business with a few more fragrant females, then these institutions would suddenly become a force for good.

Lagarde can certainly work a pencil skirt -- the Observer's gushing profile heralded her as "the world's sexiest woman" -- but that won't stop the IMF imposing austerity measures across the eurozone that will leave many unemployed and destitute.

The second problem with this obsession with female representation in business is its cynicism. Speaking on 5 July at a seminar organised by the 30 Per Cent Club, the Home Secretary, Theresa May, suggested that "more diverse boards are better boards" because they "outperform their male-dominated rivals".

As Minister for Women and Equalities, May should know that we pursue equality in the workplace because it's good for women, not because it's good for business.

Trying to justify feminism on the basis of profit is dangerous because, at its root, feminism is pretty bad for business. Maternity provisions, equal pay, higher taxes to finance a welfare state that supports hard-working mothers -- all of these things cost money and affect returns.

May recognised this in December 2010, when she scrapped the Labour government's plans to compel employers to publish equal-pay audits -- a move that was applauded by the City of London.

The third problem with this "trickle-down" feminism is that giving women more power at the top of the socio-economic pile does not necessarily increase the power of women at the bottom of the heap.

Ensuring that a slightly larger minority of females get to wield power in finance does next to nothing for the cause of women's liberation, because the real issue is not that women have too little power in business but that business has too much power. Three years of global economic meltdown have dispelled the liberal delusion that making life easier for the men and women in the boardrooms of London and Wall Street makes life easier for everyone else.

Trickle-down feminism is as nonsensical a liberation strategy as trickle-down wealth redistribution. The problem with a glass ceiling is that nothing trickles down. While we all worry about the glass ceiling, there are millions of women standing in the basement -- and the basement is flooding.

There is nothing wrong with personal ambition. After all, if equality means anything, it means the right for a woman to be as much of a ruthless, power-hungry bastard as any man and to be judged accordingly.

Let's not pretend, however, that a few more skirt suits in the palaces of finance will deliver the change that women need.

This post was written with the help of Zoe Stavri.

Laurie Penny is a contributing editor to the New Statesman. She is the author of five books, most recently Unspeakable Things.

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The Taliban's succession crisis will not diminish its resilience

Haibatullah Akhunzada's appointment as leader of the Taliban may put stress on the movement, but is unlikely to dampen its insurgency. 

After 19 years under the guidance of the Taliban’s supreme leader Mullah Omar, the group has now faced two succession crises in under a year. But although Haibatullah Akhunzada’s appointment as leader of the Taliban will likely put stress on the movement, it shows few signals of diminishing its renewed insurgency.

The news pretty much ends speculation about former leader Mullah Akhtar Mansour’s death in a US airstrike in Pakistan’s south-western Baluchistan province, which was criticised by Islamabad as a violation of its sovereignty.

The Taliban would have prepared extensively for this eventuality. The fast appointment, following days of intense council, appears to be a conspicuous act of decisiveness. It stands in contrast to the two-year delay the movement faced in announcing the death of the Mullah Omar. It will be not be lost on the Taliban that it was subterfuge around the death of Mullah Omar that caused the fracture within the movement which in turn led to the establishment of an ISIS presence in the country.

The appointment is a victory for the Taliban old guard. As former head of the Taliban's judiciary and Mullah Mansour’s deputy, in many ways, Haibatullah is a natural successor. Haibatullah, described by Afghanistan expert Sami Yousafzai as a “stone age Mullah,” demonstrates the Taliban’s inherent tendency to resort to tradition rather than innovation during times of internal crisis.

The decision taken by the Taliban to have an elder statesman of the group at the helm highlights the increasing marginalisation of the Haqqani network, a powerful subset within the Taliban that has been waging an offensive against the government and coalition forces in northwest Pakistan.

Sirajuddin Haqqani, the leader of the Haqqani network who already has a bounty of 5 million dollars on his head, was touted in some Taliban circles as a potential successor, however the decision to overlook him is a conservative move from the Taliban. 

The Taliban’s leadership of the jihad against the Afghan government is hinged on their claims to religious legitimacy, something the group will hope to affirm through the Haibatullah’s jurisprudential credentials. This assertion of authority has particular significance given the rise of ISIS elements in the country. The last two Taliban chiefs have both declared themselves to be amir ul-momineen or ‘leader of the faithful,’ providing a challenge to the parallel claims of ISIS’ Abu Bakr al-Baghdadi.

Any suggestions that Mansour’s death will lead to the unravelling of the Taliban are premature. The military targeting of prominent jihadi leaders within group structures has been seen in operations against the leadership of ISIS, al-Qaeda in the Arabian Peninsula, al-Qaeda in the Islamic Maghreb, and other groups.

In recent research for the Centre on Religion & Geopolitics, we found that it is often less prominent jihadis that play an integral role in keeping the movement alive. Targeted killings do create a void, but this often comes at the expense of addressing the wider support base and ideological draw of militant outfits. This is particularly relevant with a relatively decentralised movement like the Taliban.

Such operations can spur activity. If the example of the Taliban’s previous leadership succession is to be heeded, we might expect renewed attacks across Afghanistan, beyond the group’s strongholds near the eastern border with Pakistan. The brief capture of Kunduz, Afghanistan's fifth-largest city, at the end of September 2015, was a show of strength to answer the numerous internal critics of Mullah Mansour’s new leadership of the movement.

In a news cycle dominated by reports of ISIS, and to a diminishing extent al-Qaeda, atrocities, it is important to comprehend the renewed brutality of the Afghan insurgency.  Data from the Centre on Religion and Geopolitics Global Extremism Monitor found a seventeen per cent rise in fatalities from March to April, marking the start of the Taliban’s spring fighting season. A suicide attack in central Kabul on the headquarters of an elite military unit that killed 64 people was the single most deadly act of terror around the world in the month of April, and the group’s bloodiest attack in the Afghan capital for years. Reports this morning of a suicide attack on a bus killing 10 staff from an appeal court west of Kabul, suggests that the violence shows no sign of diminishing under the new leadership.

All these developments come during a period of renewed impetus behind international peace talks. Last week representatives from Pakistan were joined by delegates from Afghanistan, the United States, and China in an attempt to restart the stalled negotiation process with the Taliban.

Haibatullah Akhunzada’s early leadership moves will be watched closely by these countries, as well as dissonant voices within the movement, to ascertain what the Taliban does next, in a period of unprecedented challenge for the infamously resilient movement. 

Milo Comerford is a South and Central Asia Analyst for the Centre on Religion and Geopolitics