Chief Operating Officer Quotes

I don't really know; I'm not in the Operations Room, you see. All I do know is that the world has a Chief who was victorious when the powers of darkness struck at Him with everything they had. He has the plans today. The darkness won't last forever. There's a splendor beyond. ~Flying Officer George Dymory Ingleford, Enemy Brothers

Sheryl Sandberg, Chief Operating Officer of Facebook, is another person who I like. I like her sassy ass. I think Sheryl has an ungodly amount of cool

Bob Iger, Disney's chief operating officer, had to step in and do damage control. He was as sensible and solid as those around him were volatile. His background was in television; he had been president of the ABC network, which was acquired in 1996 by Disney. His reputation was as an corporate suit, and he excelled at deft management, but he also had a sharp eye for talent, a good-humored ability to understand people, and a quiet flair that he was secure enough to keep muted. Unlike Eisner and Jobs, he had a disciplined calm, which helped him deal with large egos. " Steve did some grandstanding by announcing that he was ending talks with us," Iger later recalled. " We went into crisis mode and I developed some talking points to settle things down.

TIM COOK. Steady, calm, chief operating officer hired by Jobs in 1998; replaced Jobs as Apple CEO in August 2011.

Too obsessed with day-to-day coverage, too easily blown off track by day-to-day events, they have a tendency to flit from issue to issue, rarely engaging with them fully and rarely joining up their various responses into a considered overall approach.

Don't let the glitter fool you." She wiggles her shiny nails in the air, then taps her temple. "I'm up here." … "How did you…?" "Mymom is the chief operations officer for the CIA stationed in Europe," she tells me. "I pay attention." "I see that," I say.

Apple’s chief technology officer, Ellen Hancock, argued for going with Sun’s UNIX-based Solaris operating system, even though it did not yet have a friendly user interface. Amelio began to favor using, of all things, Microsoft’s Windows NT, which he felt could be rejiggered on the surface to look and feel just like a Mac while being compatible

Santa was dead, to begin with. There was no doubt whatsoever about that. The after-action report was signed by the field commander, the director of operations, the secretary of the Office of Sidhe Affairs, and the chief battle-mage. Janus had signed it — and Janus’s word could be counted upon for anything he chose to put his name to. Old Saint Nicholas, the Sidhe Lord of the Yuletide, was as dead as a door-nail. It didn’t stick.

The U.S. war crimes office for the chief counsel wrote up a list of doctors involved in medical research that resulted in “mercy killings,” a euphemism used by the Reich for its medical murder programs. The list was classified with a strict caveat that access to it remain “restricted for 80 years from the date of creation.” This meant that, by the time the world would know who was on this list, it would be the year 2025, and everyone named would be dead. A

Suggested outline of a strategy document Once you have devised the strategy, you’ll need to explain it to the organisation by writing a strategy document. Below are the key elements it should contain: Where the organisation has come from The successes it has achieved thus far The changing environment and context in which it operates The vision for the future The unique role that the organisation plays The specific strategies that will get it there The timelines The challenges How you’ll measure success The role the organisation’s people play The role of the support functions

President and Chief Operating Officer (COO), accountable for the overall achievement of the Strategic Objective and reporting to the SHAREHOLDERS who include, on an equal basis, Jack and Murray. • Vice-President/Marketing, accountable for finding customers and finding new ways to provide customers with the satisfactions they derive from widgets, at lower cost, and with greater ease, and reporting to the COO. • Vice-President/Operations, accountable for keeping customers by delivering to them what is promised by Marketing, and for discovering new ways of assembling widgets, at lower cost, and with greater efficiency so as to provide the customer with better service, reporting to the COO. • Vice-President/Finance, accountable for supporting both Marketing and Operations in the fulfillment of their accountabilities by achieving the company’s profitability standards, and by securing capital whenever it’s needed, and at the best rates, also reporting to the COO. • Reporting to the Vice-President/Marketing are two positions: Sales Manager and Advertising/Research Manager. • Reporting to the Vice-President/Operations are three positions: Production Manager, Service Manager, and Facilities Manager. • Reporting to the Vice-President/Finance are two positions: Accounts Receivable Manager and Accounts Payable Manager.

Countries measured their success by the size of their territory, the increase in their population and the growth of their GDP – not by the happiness of their citizens. Industrialised nations such as Germany, France and Japan established gigantic systems of education, health and welfare, yet these systems were aimed to strengthen the nation rather than ensure individual well-being. Schools were founded to produce skilful and obedient citizens who would serve the nation loyally. At eighteen, youths needed to be not only patriotic but also literate, so that they could read the brigadier’s order of the day and draw up tomorrow’s battle plans. They had to know mathematics in order to calculate the shell’s trajectory or crack the enemy’s secret code. They needed a reasonable command of electrics, mechanics and medicine in order to operate wireless sets, drive tanks and take care of wounded comrades. When they left the army they were expected to serve the nation as clerks, teachers and engineers, building a modern economy and paying lots of taxes. The same went for the health system. At the end of the nineteenth century countries such as France, Germany and Japan began providing free health care for the masses. They financed vaccinations for infants, balanced diets for children and physical education for teenagers. They drained festering swamps, exterminated mosquitoes and built centralised sewage systems. The aim wasn’t to make people happy, but to make the nation stronger. The country needed sturdy soldiers and workers, healthy women who would give birth to more soldiers and workers, and bureaucrats who came to the office punctually at 8 a.m. instead of lying sick at home. Even the welfare system was originally planned in the interest of the nation rather than of needy individuals. When Otto von Bismarck pioneered state pensions and social security in late nineteenth-century Germany, his chief aim was to ensure the loyalty of the citizens rather than to increase their well-being. You fought for your country when you were eighteen, and paid your taxes when you were forty, because you counted on the state to take care of you when you were seventy.30 In 1776 the Founding Fathers of the United States established the right to the pursuit of happiness as one of three unalienable human rights, alongside the right to life and the right to liberty. It’s important to note, however, that the American Declaration of Independence guaranteed the right to the pursuit of happiness, not the right to happiness itself. Crucially, Thomas Jefferson did not make the state responsible for its citizens’ happiness. Rather, he sought only to limit the power of the state.

The goal of Combined Intelligence Objectives Subcommittee was to investigate all things related to German science. Target types ran the gamut: radar, missiles, aircraft, medicine, bombs and fuses, chemical and biological weapons labs. And while CIOS remained an official joint venture, there were other groups in the mix, with competing interests at hand. Running parallel to CIOS operations were dozens of secret intelligence-gathering operations, mostly American. The Pentagon’s Special Mission V-2 was but one example. By late March 1945, Colonel Trichel, chief of U.S. Army Ordnance, Rocket Branch, had dispatched his team to Europe. Likewise, U.S. Naval Technical Intelligence had officers in Paris preparing for its own highly classified hunt for any intelligence regarding the Henschel Hs 293, a guided missile developed by the Nazis and designed to sink or damage enemy ships. The U.S. Army Air Forces (AAF) were still heavily engaged in strategic bombing campaigns, but a small group from Wright Field, near Dayton, Ohio, was laying plans to locate and capture Luftwaffe equipment and engineers. Spearheading Top Secret missions for British intelligence was a group of commandos called 30 Assault Unit, led by Ian Fleming, the personal assistant to the director of British naval intelligence and future author of the James Bond novels. Sometimes, the members of these parallel missions worked in consort with CIOS officers in the field.

It’s a heady question, how women balance these concerns. Recently, the question has found its way back to the center of a contentious and very emotional debate. If you’re Sheryl Sandberg, the chief operating officer of Facebook and author of Lean In, you believe that women should stop getting in their own way as they pursue their professional dreams—they should speak up, assert themselves, defend their right to dominate the boardroom and proudly wear the pants. If you’re Anne-Marie Slaughter, the former top State Department official who wrote a much-discussed story about work-life balance for The Atlantic in June 2012, you believe that the world, as it is currently structured, cannot accommodate the needs of women who are ambitious in both their professions and their home lives—social and economic change is required. There’s truth to both arguments. They’re hardly mutually exclusive. Yet this question tends to get framed, rather tiresomely, as one of how and whether women can “have it all,” when the fact of the matter is that most women—and men, for that matter—are simply trying to keep body and soul together. The phrase “having it all” has little to do with what women want. If anything, it’s a reflection of a widespread and misplaced cultural belief, shared by men and women alike: that we, as middle-class Americans, have been given infinite promise, and it’s our obligation to exploit every ounce of it. “Having it all” is the phrase of a culture that, as Adam Phillips implies in Missing Out, is tyrannized by the idea of its own potential.

One day, UD officers met to review events at their respective posts. A bewildered new officer arrived. “Hey, you’ll never believe it, but I passed the First Lady, and she told me to go to hell!” A second young officer responded, “You think that’s bad? I passed her on the West Colonnade, and all I said was ‘Good morning, First Lady.’ She told me, ‘Go f—yourself.’” “Are you serious?” “‘Go f—yourself’!” He imitated her, pointing a finger. We were stunned but not all of us were surprised. Our sergeant challenged him, but another officer soon corroborated his story. Our sergeant was speechless. We assured the rookie that this wasn’t the job’s normal atmosphere—at least, not under the previous administration. The sergeant fumed and called the watch commander, who pushed things up the Secret Service chain of command, who said they’d forward it to Chief of Staff Leon Panetta. The Service circulated a memo reminding everyone to report any “unusual” First Family interaction to their supervisors.

SCULLEY. Pepsi executive recruited by Jobs in 1983 to be Apple’s CEO, clashed with and ousted Jobs in 1985. JOANNE SCHIEBLE JANDALI SIMPSON. Wisconsin-born biological mother of Steve Jobs, whom she put up for adoption, and Mona Simpson, whom she raised. MONA SIMPSON. Biological full sister of Jobs; they discovered their relationship in 1986 and became close. She wrote novels loosely based on her mother Joanne (Anywhere but Here), Jobs and his daughter Lisa (A Regular Guy), and her father Abdulfattah Jandali (The Lost Father). ALVY RAY SMITH. A cofounder of Pixar who clashed with Jobs. BURRELL SMITH. Brilliant, troubled hardware designer on the original Mac team, afflicted with schizophrenia in the 1990s. AVADIS “AVIE” TEVANIAN. Worked with Jobs and Rubinstein at NeXT, became chief software engineer at Apple in 1997. JAMES VINCENT. A music-loving Brit, the younger partner with Lee Clow and Duncan Milner at the ad agency Apple hired. RON WAYNE. Met Jobs at Atari, became first partner with Jobs and Wozniak at fledgling Apple, but unwisely decided to forgo his equity stake. STEPHEN WOZNIAK. The star electronics geek at Homestead High; Jobs figured out how to package and market his amazing circuit boards and became his partner in founding Apple. DEL YOCAM. Early Apple employee who became the General Manager of the Apple II Group and later Apple’s Chief Operating Officer. INTRODUCTION How This Book Came to Be In the early summer of 2004, I got a phone call from Steve Jobs. He had been scattershot friendly to me over the years, with occasional bursts of intensity, especially when he was launching a new product that he wanted on the cover of Time or featured on CNN, places where I’d worked. But now that I was no longer at either of those places, I hadn’t heard from him much. We talked a bit about the Aspen Institute, which I had recently joined, and I invited him to speak at our summer campus in Colorado. He’d be happy to come, he said, but not to be onstage. He wanted instead to take a walk so that we could talk. That seemed a bit odd. I didn’t yet

In May 1981, Yuri Andropov, chairman of the KGB, gathered his senior officers in a secret conclave to issue a startling announcement: America was planning to launch a nuclear first strike, and obliterate the Soviet Union. For more than twenty years, a nuclear war between East and West had been held at bay by the threat of mutually assured destruction, the promise that both sides would be annihilated in any such conflict, regardless of who started it. But by the end of the 1970s the West had begun to pull ahead in the nuclear arms race, and tense détente was giving way to a different sort of psychological confrontation, in which the Kremlin feared it could be destroyed and defeated by a preemptive nuclear attack. Early in 1981, the KGB carried out an analysis of the geopolitical situation, using a newly developed computer program, and concluded that “the correlation of world forces” was moving in favor of the West. Soviet intervention in Afghanistan was proving costly, Cuba was draining Soviet funds, the CIA was launching aggressive covert action against the USSR, and the US was undergoing a major military buildup: the Soviet Union seemed to be losing the Cold War, and, like a boxer exhausted by long years of sparring, the Kremlin feared that a single, brutal sucker punch could end the contest. The KGB chief’s conviction that the USSR was vulnerable to a surprise nuclear attack probably had more to do with Andropov’s personal experience than rational geopolitical analysis. As Soviet ambassador to Hungary in 1956, he had witnessed how quickly an apparently powerful regime might be toppled. He had played a key role in suppressing the Hungarian Uprising. A dozen years later, Andropov again urged “extreme measures” to put down the Prague Spring. The “Butcher of Budapest” was a firm believer in armed force and KGB repression. The head of the Romanian secret police described him as “the man who substituted the KGB for the Communist Party in governing the USSR.” The confident and bullish stance of the newly installed Reagan administration seemed to underscore the impending threat. And so, like every genuine paranoiac, Andropov set out to find the evidence to confirm his fears. Operation RYAN (an acronym for raketno-yadernoye napadeniye, Russian for “nuclear missile attack”) was the biggest peacetime Soviet intelligence operation ever launched.

If anything, the LAPD had long and famously been guilty of overreaction, as they had shown, for example, during the infamous 1988 raid on two small, adjacent apartment buildings on South Central’s Dalton Avenue. There, eighty LAPD officers had stormed the buildings looking for drugs on a bullshit tip. After handcuffing the terrorized residents—including small children and their grandparents—they then spent the next several hours tearing all the toilets from the floors; smashing in walls, stairwells, bedroom sets, and televisions with sledgehammers; slashing open furniture; and then sending it all crashing through windows into the front yard and arresting anyone who happened by to watch. As they were leaving, the officers spray-painted a large board located down the street with some graffiti. “LAPD Rules,” read one message; “Rolling 30s Die” read another. So completely uninhabitable were the apartments rendered that the Red Cross had to provide the occupants with temporary shelter, as if some kind of natural disaster had occurred. No gang members lived there, no charges were ever filed. In the end, the city paid $3.8 million to the victims of the destruction. A report later written by LAPD assistant chief Robert Vernon called it “a poorly planned and executed field operation [that] involved . . . an improperly focused and supervised aggressive attitude of police officers, supervisors and managers toward being ‘at war’ with gang members.” The

Now, as we all know, the good field commander is the chief support of the realm. If the support is sturdy on all four sides, then the realm will be strong. But if the support is flawed, the realm will always be unstable. Therefore, there are several ways the ruler may imperil his armies: If he fails to understand when the army cannot advance or retreat, and he orders them to do so. (This is a classic case of hobbling the troops.) If he fails to understand the respective tasks of his Three Armies,7 and he governs them all in the same way, then his army officers will be confused. And if he fails to see how to balance and synchronize the operations of his Three Armies, then his officers will doubt his competence. Once the Three Armies are not only confused but also suspicious, then trouble from the local lords will surely ensue.8 (This is a classic case of “inducing chaos in the army and throwing victory away.”) To realize victory, go by five paths: (1) by figuring out whether it is possible to fight or not; (2) by recognizing how many troops are needed for the task;9 (3) by unifying the aims and ambitions of the high- and low-ranking; (4) by being prepared for the unexpected; and (5) by the ruler’s refusal to meddle with his able commanders.10 These five—they are the Way to taste victory. And so I say, “Know the enemy; know yourself, and you will meet with no danger in a hundred battles. If you do not know the enemy, but you know yourself, then you will win and lose by turns. If you know neither the enemy nor yourself, you will lose every battle, certainly.

who view the CIA as complicit in Kennedy’s assassination point to the CIA’s role in covert operations in Vietnam as the reason why the CIA wanted Kennedy’s removal from office. Col. Fletcher Prouty, in his highly documented book, JFK: The CIA, Vietnam and the Plot to Assassinate John F. Kennedy, reveals that Kennedy was attempting to end the CIA’s influence over covert operations.[301] Chief among these was the escalating U.S. involvement in Vietnam that Kennedy wanted to end. This he posits is why Kennedy was assassinated. There is, however, a more compelling reason why the CIA wanted Kennedy’s removal from office - the CIA’s role in controlling classified UFO information, and denying access to other government agencies including the office of the President. The assassination of President Kennedy was the direct result of his efforts to gain access to the CIA’s control of classified UFO files. Unknown to Kennedy, a set of secret MJ-12 directives issued by his former CIA Director, Allen Dulles, ruled out any cooperation with Kennedy and his National Security staff on the UFO issue. It was Dulles and another six MJ-12 Group members who sanctioned the directives found in the burned document, including a political assassination directive against non-cooperative officials in the Kennedy administration. This could be applied to Kennedy himself if the official entrusted to carry out the MJ-12 Assassination Directive concluded the President threatened MJ-12 operations.

the autonomous-driving side of things, Alphabet (formerly Google), which has logged several million self-driving-car test miles, continues to lead the pack. At the end of 2016, it created a new business division, called Waymo, for its autonomous driving technology. In May 2017, Waymo and Lyft announced that they would work together on developing the technology, and later in the year, Alphabet invested $1 billion in the start-up. Others, like Cruise Automation (which GM acquired for $1 billion) and Comma.ai, which offers open-source autonomous driving technology in the same vein as Google’s Android mobile operating system, are chasing hard. Baidu, China’s leading Internet search company, has an autonomous-driving research center in Sunnyvale. Byton—backed by China’s Tencent, Foxconn, and the China Harmony New Energy auto retailer group—has an office in Mountain View, as does Didi Chuxing, the Chinese ride-sharing company in which Apple invested $1 billion. Many of these companies have taken not just inspiration but also talent from Tesla. Part of the value of an innovation cluster like Silicon Valley lies in the dispersal of intellectual labor from one node to the next. For instance, PayPal is well known in the Valley for producing a number of high performers who left the company to start, join, or invest in others. The so-called PayPal Mafia includes Reid Hoffman, who founded LinkedIn; Max Levchin, whose most recent of several start-ups is the financial services company Affirm; Peter Thiel, a Facebook board member and President Trump–supporting venture capitalist who cofounded “big data” company Palantir; Jeremy Stoppelman, who started reviews site Yelp; Keith Rabois, who was chief operating officer at Square and then joined Khosla Ventures; David Sacks, who sold Yammer to Microsoft for $1.2 billion and later became CEO at Zenefits; Jawed Karim, who cofounded YouTube; and one Elon Musk.

NASA had convened a conference to explore the benefit of a new kind of training: Crew Resource Management. The primary focus was on communication. First officers were taught assertiveness procedures. The mnemonic that has been used to improve the assertiveness of junior members of the crew in aviation is called P.A.C.E. (Probe, Alert, Challenge, Emergency).* Captains, who for years had been regarded as big chiefs, were taught to listen, acknowledge instructions, and clarify ambiguity. The time perception problem was tackled through a more structured division of responsibilities. Checklists, already in operation, were expanded and improved. The checklists have been established as a means of preventing oversights in the face of complexity. But they also flatten the hierarchy. When pilots and co-pilots talk to each other, introduce themselves, and go over the checklist, they open channels of communication. It makes it more likely the junior partner will speak up in an emergency. This solves the so-called activation problem. Various versions of the new training methods were immediately trialed in simulators. At each stage, the new ideas were challenged, rigorously tested, and examined at their limits. The most effective proposals were then rapidly integrated into airlines around the world. After a terrible set of accidents in the 1970s, the rate of crashes began to decline.

A number of secretive and advanced units have been op-conned (or, assigned) to JSOC since 2003. How they directly interact with the command is unclear, but they spend most of their time helping JSOC with its special missions. These units report directly to the Office of the Commander and his chief of staff. They include a unit known by the abbreviation BI, consisting solely of highly trained female intelligence collectors and interrogators operating undercover;

Though time management seems a problem as old as time itself, the science of scheduling began in the machine shops of the industrial revolution. In 1874, Frederick Taylor, the son of a wealthy lawyer, turned down his acceptance at Harvard to become an apprentice machinist at Enterprise Hydraulic Works in Philadelphia. Four years later, he completed his apprenticeship and began working at the Midvale Steel Works, where he rose through the ranks from lathe operator to machine shop foreman and ultimately to chief engineer. In the process, he came to believe that the time of the machines (and people) he oversaw was not being used very well, leading him to develop a discipline he called “Scientific Management.” Taylor created a planning office, at the heart of which was a bulletin board displaying the shop’s schedule for all to see. The board depicted every machine in the shop, showing the task currently being carried out by that machine and all the tasks waiting for it. This practice would be built upon by Taylor’s colleague Henry Gantt, who in the 1910s developed the Gantt charts that would help organize many of the twentieth century’s most ambitious construction projects, from the Hoover Dam to the Interstate Highway System. A century later, Gantt charts still adorn the walls and screens of project managers at firms like Amazon, IKEA, and SpaceX.

In “Flag Plot,” the naval operations room, Anderson became irritated with McNamara’s specific instructions on how to run the blockade. The admiral told McNamara that the Navy had been conducting blockades since the days of John Paul Jones and suggested that the defense secretary return to his office and let the Navy run the operation. McNamara rose from his chair and retorted that the operation was “not a blockade but a means of communication between Kennedy and Khrushchev,

if there really is no way you can win, you never say it out loud. You assess why, change strategy, adjust tactics, and keep fighting and pushing till either you’ve gotten a better outcome or you’ve died. Either way, you never quit when your country needs you to succeed. As Team 5 was shutting down the workup and loading up its gear, our task unit’s leadership flew to Ramadi to do what we call a predeployment site survey. Lieutenant Commander Thomas went, and so did both of our platoon officers in charge. It was quite an adventure. They were shot at every day. They were hit by IEDs. When they came home, Lieutenant Commander Thomas got us together in the briefing room and laid out the details. The general reaction from the team was, “Get ready, kids. This is gonna be one hell of a ride.” I remember sitting around the team room talking about it. Morgan had a big smile on his face. Elliott Miller, too, all 240 pounds of him, looked happy. Even Mr. Fantastic seemed at peace and relaxed, in that sober, senior chief way. We turned over in our minds the hard realities of the city. Only a couple weeks from now we would be calling Ramadi home. For six or seven months we’d be living in a hornet’s nest, picking up where Team 3 had left off. It was time for us to roll. In late September, Al Qaeda’s barbaric way of dealing with the local population was stirring some of Iraq’s Sunni tribal leaders to come over to our side. (Stuff like punishing cigarette smokers by cutting off their fingers—can you blame locals for wanting those crazies gone?) Standing up for their own people posed a serious risk, but it was easier to justify when you had five thousand American military personnel backing you up. That’ll boost your courage, for sure. We were putting that vise grip on that city, infiltrating it, and setting up shop, block by block, house by house, inch by inch. On September 29, a Team 3 platoon set out on foot from a combat outpost named Eagle’s Nest on the final operation of their six-month deployment. Located in the dangerous Ma’laab district, it wasn’t much more than a perimeter of concrete walls and concertina wire bundling up a block of residential homes. COP Eagle’s

AMERICANS -- U.S. NAVY, ABOARD MINESWEEPER USS PELICAN (AM 49), MANILA BAY Alton C. Ingram, Lieutenant. “Todd,” Commanding Officer Frederick J. Holloway, Lt. (jg), Operations Officer. Oliver P. Toliver, III, Lt. (jg) “Ollie,” Gunnery Officer. Bartholomew, Leonard (n), Chief Machinists Mate, “Rocky,” Chief Engineer. Farwell, Luther A., Quartermaster Second Class, Top helmsman. Hampton, Joshua P., Electronics Technician 1st Class, Crew Whittaker, Peter L., Engineman 3rd Class, Crew Forester, Kevin T. Quartermaster 3rd Class, Crew Forester, Brian I., Quartermaster Striker, Crew Yardly, Ronald R., Pharmacist's Mate Second Class “Bones,” Crew. Sunderland, Kermit G. Gunner's Mate 1st Class, Crew. AMERICANS

In October 2018, Sri Lankan civil leaders gave Facebook’s regional office, which oversees South Asia’s 400 million users from India, a stark presentation. Hate speech and misinformation were overrunning the platform, seemingly promoted by its algorithms. Violent extremists operated some of its most popular pages. Viral falsehoods were becoming consensus reality for users. Facebook, after all, had displaced local news outlets, just as it had in Myanmar, where villages were still burning. Sri Lanka might be next. Separately, government officials met privately with Facebook’s regional chiefs in Colombo. They pleaded with the company to better police the hate speech on their platform. These posts and pages violated the company’s own rules. Why wouldn’t Facebook act?

Potentially the weakest link in the long chain that led to Pearl Harbor was actually one of the strongest. This was the busy eyes of Ensign Yoshikawa, the ostensibly petty bureaucrat in the Honolulu consulate of Consul General Nagao Kita. Presenting himself as a Filipino, he washed dishes at the Pearl Harbor Officers Club listening for scuttlebutt. He played tourist on a glass bottom boat in Kaneohe Bay near the air station where most of the Navy’s PBYs were moored. He flew over the islands as a traveler. As a straight-out spy, he swam along the shore of the harbor itself ducking out of sight from time to time breathing through a reed. He was Yamamoto’s ears and eyes. The Achilles heel to the whole operation was J-19, the consular code he used to send his information back to Tokyo. And Tokyo used to give him his instructions. Rochefort, the code breaker in Hypo at Pearl Harbor, besides being fluent in Japanese could decipher eighty percent of J-19 messages in about twelve hours. The most tell-tale of all was message 83 sent to Honolulu September 24, 1941. It instructed Yoshikawa to divide Pearl Harbor into a grid so vessels moored in each square could be pinpointed. This so-called “bomb plot” message was relayed to Washington by Clipper in undeciphered form. The Pan American plane had been delayed by bad weather so 83 wasn’t decoded and translated until October 9 or 10. Washington had five times as many intercepts piling up for decoding from Manila than Honolulu because Manila was intercepting higher priority Purple. When he saw the decrypt of 83, Colonel Rufus Bratton, head of the Far Eastern Section of Army G-2 or intelligence, was brought up short. Never before had the Japanese asked for the location of ships in harbor. Bratton sent the message on to Brigadier General Leonard T. Gerow, chief of the Army’s War Plans Division with General Marshall and Secretary Stimson marked in.

was all but unknowable. Sam needed people just like that: right from the start, FTX should have hung a sign on the door that said No Experience Necessary. Sam hired Natalie Tien, who had little experience with media or marketing, and made her head of corporate public relations, for instance. He hired a young saleswoman from the Huobi exchange named Constance Wang and made her the company’s chief operating officer. Faced with a necessity, Sam turned it into a virtue. “It’s a moderately bad sign if you are having someone do the same thing they’ve done before,” he said. “It’s adverse selection of a weird sort. Because: why are they coming to you?

looking grey and tired, first to arrive and last to leave, if you repeatedly miss family events, lose your good humour and your perspective, your staff will think that’s what you expect of them too, no matter what you say. Lead by example. Decide, right now, that you’re going to work hard and to have a good life.

He hired a young saleswoman from the Huobi exchange named Constance Wang and made her the company’s chief operating officer. Faced with a necessity, Sam turned it into a virtue. “It’s a moderately bad sign if you are having someone do the same thing they’ve done before,” he said. “It’s adverse selection of a weird sort. Because: why are they coming to you?

A special operations element known as Zaslon is reportedly directly subordinate to the SVR director. Zaslon is responsible for protecting senior Russian embassy officials and other Russian government officials when they travel to dangerous locations. For example, Zaslon officers provided security when then-Russian Vice Prime Minister Dmitriy Rogozin traveled to Syria in 2014. The element also conducts covert action missions. Little is publicly known about the group, but it reportedly was created in 1998 to replace special forces units that had been subordinate to the KGB First Chief Directorate during the Soviet era and moved to the Ministry of Security after the dissolution of the Soviet Union.

Among other steps, the Nunn-Cohen Amendment, passed as a rider to the 1987 Defense Authorization Act, created a four-star unified command—U.S. Special Operations Command, or SOCOM—that would be the equal of the military’s geographic unified commands like European Command and Pacific Command, and would oversee JSOC. It also created an Assistant Secretary of Defense for Special Operations and Low-Intensity Conflict office in the Pentagon to oversee all special operations matters.21 These steps were taken despite bitter resistance from the Joint Chiefs of Staff, who feared they would lead to the creation of a fifth service, but they laid the groundwork for JSOC’s journey over the next two decades from the margins of the U.S. military to the centerpiece of its campaigns.22

Tom King, the chief operating officer of U.S. Soccer, said that the federation invested $4.4 million on the women's team in 1999 and lost $2.7 million. The federation receives about $3 million from FIFA, soccer's world governing body, for qualifying for the men's World Cup, and $700,000 to $1 million per game, American officials said. The federation receives no money from FIFA for qualifying for the Women's World Cup. The men's team also receives guarantees from other countries when it travels of up to $140,000, King said, compared with zero for the women. 'I don't see the WNBA players asking for the same salaries as the NBA players,' Contiguglia said. In the case of soccer, however, the women are the NBA. It is the women's team that is more popular and higher achieving. And to suggest the men's team is a cash cow is incorrect. The men's team didn't pay for itself either in 1999, King said, losing $700,000 on a budget of $5.9 million. An argument could be made that the American women deserve more money than the men, not just equal pay. They have won two world championships and an Olympic gold medal, while the men have won nothing. The biggest men's home crowds often come at matches where the ethnic population is cheering for the other team.

data, models, transformation. Data is the creative use of internal and external data to give you a broader view on what is happening to your operations or your customer. Modeling is all about using that data to get workable models that can either help you predict better or allow you to optimize better in terms of your business.

Zuma’s genius, and the source of my admiration of the man, stems from the fact that he has not just grabbed at the idea of changing editors and media managers. Zuma’s genius is that he understands power, and that power means having control of the money. Think about it. At the SABC he has chosen the chairman of the board and the foot soldiers, such as the man who lied about his qualifications and yet has now become chief operating officer of the corporation. At Independent Newspapers, which will be the biggest beneficiary of the decision to support only pliant press with government advertising, he has Survé in his pocket. At the New Age and the television channel ANN7, his son lives with the proprietors. At eNCA his biggest allies control the business. Zuma outsmarted all of us in the press who fingered him for his many failings. He is in charge of our salaries, of the purse strings. Our bosses are jumping to his every bidding. So are the journalists. He has won.

Co-founder and Chief Operating Officer of EcoPlanet Bamboo, Camille Rebelo, has been responsible for driving the industrialization of bamboo as a certified and secure alternative fiber to wood for major timber manufacturing industries globally.

These data rarely exist in one place in the organization so you’ll need to pull in people from multiple functions such as marketing, sales, in-store operations, IT, and beyond. We’ve seen companies create small “SWAT” teams that assemble people from these functions to break through bureaucratic logjams.

in Canada, Hawaii, Chicago, or Washington, D.C., police are unable to point to a single instance of gun registration aiding the investigation of a violent crime. In a 2013 deposition, D.C. Police Chief Cathy Lanier said that the department could not “recall any specific instance where registration records were used to determine who committed a crime.”1 The idea behind a registry is that guns left at a crime scene can be used to trace back to the criminals. Unfortunately, guns are very rarely left at the scene of the crime. Those that are left behind are virtually never registered—criminals are not stupid enough to leave behind guns registered to them. In the few cases where registered guns were left at the scene, the criminal had usually been killed or seriously injured. Canada keeps some of the most thorough data on gun registration. From 2003 to 2009, a weapon was identified in fewer than a third of the country’s 1,314 firearm homicides. Of these identified weapons, only about a quarter were registered. Roughly half of these registered guns were registered to someone other than the person accused of the homicide. In just sixty-two cases—4.7 percent of all firearm homicides—was the gun identified as being registered to the accused. Since most Canadian homicides are not committed with a gun, these sixty-two cases correspond to only about 1 percent of all homicides. From 2003 to 2009, there were only sixty-two cases—just nine a year—where registration made any conceivable difference. But apparently, the registry was not important even in those cases. Despite a handgun registry in effect since 1934, the Royal Canadian Mounted Police and the Chiefs of Police have not yet provided a single example in which tracing was of more than peripheral importance in solving a case. No more successful was the long-gun registry that started in 1997 and cost Canadians $2.7 billion before being scrapped. In February 2000, I testified before the Hawaii State Senate joint hearing between the Judiciary and Transportation committees on changes that were being proposed to the state gun registration laws.2 I suggested two questions to the state senators: (1) how many crimes had been solved by their current registration and licensing system, and (2) how much time did it currently take police to register guns? The Honolulu police chief was notified in advance about those questions to give him time to research them. He told the committee that he could not point to any crimes that had been solved by registration, and he estimated that his officers spent over 50,000 hours each year on registering guns. But those aren’t the only failings of gun registration. Ballistic fingerprinting was all the rage fifteen years ago. This process requires keeping a database of the markings that a particular gun makes on a bullet—its unique fingerprint, so to speak. Maryland led the way in ballistic investigation, and New York soon followed. The days of criminal gun use were supposedly numbered. It didn’t work.3 Registering guns’ ballistic fingerprints never solved a single crime. New York scrapped its program in 2012.4 In November 2015, Maryland announced it would be doing the same.5 But the programs were costly. Between 2000 and 2004, Maryland spent at least $2.5 million setting up and operating its computer database.6 In New York, the total cost of the program was about $40 million.7 Whether one is talking about D.C., Canada, or these other jurisdictions, think of all the other police activities that this money could have funded. How many more police officers could have been hired? How many more crimes could have been solved? A 2005 Maryland State Police report labeled the operation “ineffective and expensive.”8 These programs didn’t work.

I dreamed of becoming an elite White House Secret Service officer, a member of its Uniformed Division. Nothing more—and certainly nothing less. My dream came true. I stood guard, a pistol at my hip, outside the Oval Office, the last barrier before anyone saw Bill Clinton. The last barrier before Monica Lewinsky saw Bill Clinton. Yes, I’m that Secret Service officer. I saw Monica, and I saw a lot more. I saw Hillary, too. I witnessed her obscenity-laced tirades, her shifting of blame, how she berated Vince Foster until he could stand no more, how minor incidents involving blue gloves and botched invitations sent her into a tizzy. It was like watching Humphrey Bogart in The Caine Mutiny obsessing about a quart of missing strawberries—and losing sight of the world war raging about him. I saw Hillary scheming with Dick Morris to undermine White House Chief of Staff Leon Panetta. FBI agents confided in me about her emerging Filegate scandal; they were just as frustrated with Hillary’s methods as we were. Life at the Clinton White House careened from crisis (manufactured or not) to even greater crisis, the participants often unable to catch their breath and certainly incapable of learning from them. The Clinton White House atmosphere alternated from hilarity to bitter anger, lurching from nerves-on-end tension to sheer boredom, its most important residents painfully trapped between illusion and reality.

In its first ten months of operation, the Eighth lost 188 heavy bombers and some 1,900 crewmen; those numbers would skyrocket over the next year and a half. By the end of the conflict, the U.S. air operations in Europe would suffer more fatalities—26,000—than the entire Marine Corps in its protracted bloody campaigns in the Pacific. “To fly in the Eighth Air Force in those days,” recalled Harrison Salisbury, “was to hold a ticket to a funeral. Your own.” The savagery of the air war was not due solely to the ferocity of German defenses. Early in the war, when the Air Force brass in Washington were touting the advantages of high-altitude flying, they failed to realize that the extreme atmospheric conditions experienced by the crews could kill as effectively as a Messerschmitt or Focke-Wulf. “There are apparently little things that one doesn’t think about prior to getting into operations,” commented Dr. Malcolm Grow, the Eighth’s chief medical officer. Little things like oxygen deprivation, which could cause unconsciousness and death in a matter of minutes, or extensive frostbite, caused by several hours of exposure to temperatures of 50 to 60 degrees below zero. Until early 1944, more airmen were hospitalized for frostbite than for combat injuries. As

But that was thirteen years ago. Today, the crème de la crème flock to younger, more vibrant companies, in both entry-level and much higher positions. The brightest students tend to not want to work for large companies anymore, and McKinsey is a large company. In the 1970s every smart student received an offer from Arthur Andersen, then about ten thousand strong. The more adventurous went to McKinsey, which employed a paltry four hundred by comparison. Today Arthur Andersen is gone, and McKinsey has taken its place in the student imagination. It’s for the average Harvard Business School graduate, not the Baker scholars. And, as has always been the case, McKinsey consultants continue to leave for big positions elsewhere. Among others, Facebook chief operating officer Sheryl Sandberg is a McKinsey alumnus, as is Google chief financial officer Patrick Pichette. McKinsey may be a career firm for some, but it tends to lose its best people.

He therefore determined to hire a hatchet man to do the nasty work for him, bringing in a former McKinsey operative and giving him the title of Chief Operating Officer. This COO was himself quite expensive, his salary, bonus, long-term compensation, and perquisites amounting to the cost of several hundred smaller jobs. He at once targeted Law, Accounting, Public Relations, Event Planning, Office Services, and several other formerly integrated departments for extreme unction, although he did spare the executive chef. “This place is way fat,” he told the CEO, who knew he was full of shit but admired the zeal with which he justified his compensation.

Whether the army was capable of carrying out such an operation was a question never asked. The officer corps had been repeatedly purged, those ousted replaced by some 2,000 Ba’thist-indoctrinated ‘educators.’ “I worked as a teacher in the staff college,” remembered Ibrahim Isma’il Khahya who, in 1966, became commander of the 8th Infantry Brigade. “My officers were mostly teachers, too. They weren’t ready for war.” The head of intelligence for the Golan district, Col. Nash’at Habash, had been kicked out and replaced by a mere captain, brother of a high-ranking Ba’th official. Ahmad Suweidani, the former military attaché in Beijing, had been boosted from colonel to lieutenant general and chief of staff. Though Syria’s 250 tanks and 250 artillery pieces were generally of more recent vintage than Israel’s, their maintenance was minimal. Supply, too, could be erratic; deprived of food, front-line troops had been known to desert their posts. The air force was particularly substandard. An internal army report rated only 45 percent of Syria’s pilots as “good,” 32 percent as “average,”‘ and the remainder “below average.” Only thirty-four of the forty-two jets at the Dmair and Saiqal airfields were operational. Yet, within the ranks, morale had never been higher. Capt. Muhammad ‘Ammar, an infantry officer serving in the fortress of Tel Fakhr, recalled: “We thought we were stronger, that we could cling to our land, and that the Golan was impenetrable. We were especially heartened by the unity between Syria, Egypt, and Jordan.” Another captain, Marwan Hamdan al-Khuli, heard that “we were much stronger and would defeat the enemy easily.

But even if those messages could have been read, Badran was not present to read them. The defense minister had gone to bed only a few hours before, leaving strict orders not to be disturbed. Similarly absent were Col. Mas’ud al-Junaydi, in charge of decoding, and Air Operations Chief General Gamal ‘Afifi. At his subsequent trial for incompetence, ‘Afifi claimed, “I was out of the army for ten years before that, and less than six months in that job. Thank God I wasn’t there, for the man who was at least knew who to call and what to do. Had I been there, the situation would have been much worse.” Air force intelligence also reported extensively on the Israeli attack, but the officers at Supreme Headquarters, devoted to ‘Amer and distrustful of Nasser loyalists in the air force, ignored them.2

Nel explained that he’d been finding—and cleaning—semen-and lipstick-stained towels for weeks. I was shocked. If the stains didn’t rinse out, he’d carefully remove them by hand. He was terrified that if he passed them on to other Navy laundry personnel downstairs he’d not only reveal Bill Clinton’s affairs, he’d embarrass the presidency itself. Sure, they might have missed the semen stains—but not the lipstick. A Navy senior chief petty officer was washing those towels by hand: that’s how much Nel cared for protecting the office of the president. Upon seeing the fluid, I instantly thought, “F—ing Monica!” But that lipstick… no. Among White House women, fashion and especially lipstick were like trademarks. This wasn’t Monica’s lipstick. Someone else was entertaining the president late at night. As I testified in the Ken Starr investigation, I believed that this particular lipstick belonged to the current West Wing receptionist. I just knew it. I sighed. But I kept it to myself and didn’t tell Nel or anyone else. I mentally filed that piece of knowledge under “Please forget.

Only under federal subpoena—and later a ruling by U.S. Supreme Court Chief Justice William Rehnquist—did I reveal to Ken Starr’s prosecutors the true story of President Bill Clinton’s false testimony and misstatements.

I mostly saw Vince Foster in the hallways. He was Mrs. Clinton’s personal attaché, a lawyer from Arkansas. Word circulated that she berated him mercilessly. The first time I saw Foster I figured he wouldn’t last a year. He looked uncomfortable and unhappy in the White House. I knew what it was like to be yelled at by superiors, but Mrs. Clinton never hesitated to launch a tirade. Yet her staffers never dared say, “I don’t have to take this shit!” They reminded me of battered wives: too loyal, too unwilling to acknowledge they’d never assuage her. They had no one to blame but themselves, but they could never admit it. She criticized Foster for failing to get ahead of the constant scandals, for cabinet positions not confirmed, and for the slowness of staffing the White House. Foster eventually took his own life in Fort Marcy Park. In his briefcase was a note torn into twenty-seven pieces, blaming the FBI, the media, the Republicans—even the White House Ushers Office. A rumor circulated among law enforcement types that contended his suicide weapon had to be repaired in order for the forensics team to fire it since it wouldn’t function for them. Maybe his final shot misaligned the cylinders and later prevented contact with the bullet primers. But that, along with many other public details of the case (carpet fibers on his suit coat, etc.), made his case spooky. The last lines of his sparse suicide note read: “I was not meant for the job or the spotlight of public life in Washington. Here ruining people is considered sport.” A UD friend of mine, Hank O’Neil, was posted outside of Foster’s office as part of the FBI’s investigation of his suicide. Maggie Williams, Mrs. Clinton’s always well dressed chief of staff, physically pushed her way past Hank into Foster’s office, arguing that he had no right to block her entrance. She removed boxes that were never recovered; they were destroyed. Congressmen bashed Officer O’Neil’s integrity, but he held firm. He reported exactly what he saw and didn’t make any inferences about it, but they were sure he held some smoking gun and was protecting the Clintons.

I think mentoring is simply an inborn passion and not something you can learn in a classroom. It can only be mastered by observation and practice. I also realized that most mentees select you, and not the other way round. The mentor’s role is to create a sense of comfort so that people can approach you and hierarchy has no role to play in that situation. The mentee has to believe that when they share anything, they are sharing as an equal and that their professional well-being is protected, that they won’t be ridiculed or their confidentiality breached. As a mentor you have to create that comfort zone. It is somewhat like being a doctor or a psychiatrist, but mentoring does not necessarily have to take place only in the office. For example, if I was travelling I would often take along a junior colleague to meet a client. I made sure they had a chance to speak and then afterwards I would give them feedback and say, ‘You could have done this or that’. Similarly, if I observed somebody when they were giving a pitch or a talk, I would meet them afterwards or send them an e-mail to say ‘well done’ or coach them about how they could have done better. This trait of consciously looking for the bright spark amongst the crowd has paid me rich dividends. I spotted N. Chandrasekaran (Chandra), TCS’s current Chief Executive, when he was working on a project in Washington, DC in the early 1990s; the client said good things about him so I asked him to come and meet me. We took it from there. Similarly urging Maha and Paddy to move out of their comfort zones and take up challenging corporate roles was a successful move. From a leadership perspective I believe it is important to have experienced a wide range of functions within an organization. If a person hasn’t done a stint in HR, finance or operations, or in a particular geography or more than one vertical, they stand limited in your learning. A general manager needs to know about all functions. You don’t have to do a deep dive—a few months exploring a function is enough so long as you have an aptitude to learn and the ability to probe. This experience is very necessary today even from a governance perspective.

According to Travis Bradford, chief operating officer of the Carbon War Room and president of the Prometheus Institute for Sustainable Development, solar prices are falling 5 percent to 6 percent annually, and capacity is growing at a rate of 30 percent per year. So when critics point out that solar currently accounts for 1 percent of our energy, that’s linear thinking in an exponential world. Expanding today’s 1 percent penetration at an annual growth of 30 percent puts us eighteen years away from meeting 100 percent of our energy needs with solar.

Chester William Nimitz, Sr. was the last surviving officer to serve as a five star admiral in the Unites States Navy, holding the rank of Fleet Admiral. His career started as a midshipman at the United States Naval Academy where he graduated with honors on January 30, 1905. Becoming a submarine officer, Nimitz was responsible of the construction of the USS Nautilus, the first nuclear powered submarine. During World War II he was appointed the Commander in Chief of the Unites States Pacific Fleet known as CinCPa. His promotions led to his becoming the Chief of Naval Operations, a post he held until 1947. The rank of Fleet Admiral in the U.S. Navy is a lifetime appointment, so he never retired and remained on active duty as the special assistant to the Secretary of the Navy for the Western Sea Frontier. He held this position for the rest of his life, with full pay and benefits. In January 1966 Nimitz suffered a severe stroke, complicated by pneumonia. On February 20, 1966, at 80 years of age, he died at his quarters on Yerba Buena Island in San Francisco Bay. Chester William Nimitz, Sr. was buried with full military honors and lies alongside his wife and some military friends at the Golden Gate National Cemetery in San Bruno, California.

COL Nicholas Young Retires from the United States Army after More than Thirty -Six Years of Distinguished Service to our Nation 2 September 2020 The United States Army War College is pleased to announce the retirement of United States Army War College on September 1, 2020. COL Young’s recent officer evaluation calls him “one of the finest Colonel’s in the United States Army who should be promoted to Brigadier General. COL Young has had a long and distinguished career in the United States Army, culminating in a final assignment as a faculty member at the United States Army War College since 2015. COL Young served until his mandatory retirement date set by federal statue. His long career encompassed just shy of seven years enlisted time before serving for thirty years as a commissioned officer.He first joined the military in 1984, serving as an enlisted soldier in the New Hampshire National Guard before completing a tour of active duty in the U.S, Army Infantry as a non-commissioned officer with the 101st Airborne (Air Assault). He graduated from Officer Candidate School in 1990, was commissioned in the Infantry, and then served as a platoon leader and executive officer in the Massachusetts Army National Guard before assuming as assignment as the executive officer of HHD, 3/18th Infantry in the U.S. Army Reserves. He made a branch transfer to the Medical Service Corps in 1996. COL Young has since served as a health services officer, company executive officer, hospital medical operations officer, hospital adjutant, Commander of the 287th Medical Company (DS), Commander of the 455th Area Support Dental, Chief of Staff of the 804th Medical Brigade, Hospital Commander of the 405th Combat Support Hospital and Hospital Commander of the 399th Combat Support Hospital. He was activated to the 94th Regional Support Command in support of the New York City terrorist attacks in 2001. COL Young is currently a faculty instructor at the U.S. Army War College. He is a graduate of basic training, advanced individual infantry training, Air Assault School, the primary leadership development course, the infantry officer basic course, the medical officer basic course, the advanced medical officer course, the joint medical officer planning course, the company commander leadership course, the battalion/brigade commander leadership course, the U.S. Air War College (with academic honors), the U.S. Army War College and the U.S. Naval War College (with academic distinction).

So in other words… Those children had seen a warehouse full of skeletal corpses in the Republic operation… They had to climb up a cliff along a road formed from their allies’ remains. These poor child soldiers have been faced with one gruesome sight after another, and so the adults have sought to ease their troubled minds by sending them on vacation… Why must the chief of staff and the other officers spend their cigarette break pretending to be a bunch of evil masterminds plotting something terrible…? Such was the aide’s exasperated, silent soliloquy.

Dick Cheney was the chief of operations officer for 9/11 conspiracy. I used to go up to the Rockefeller’s estate in Maine and was on the inside of Rockefeller’s operation, and his board,

The Sayanim: Mossad’s International Volunteers by Michael Ellmer April 16, 2021 In the Hebrew language, Sayanim translates to mean “helpers” or “assistants”. In the Mossad, the Sayanim are a volunteer network of Jews across the world who are loyal to the nation of Israel and willing to help the agency in their global mission. According to a comparative study of HUMINT in counterterrorism between Israel and France, Amy Kirchheimer writes that Israel has “the challenge of collecting intelligence on a vast array of targets with a comparatively small number of intelligence officers, and the Sayanim network helped the Mossad Katsas (case officers) somewhat lessen this problem.” According to Gordon Thomas in his book Gideon’s Spies: Mossad’s Secret Warriors, the Sayanim were a creation of Mier Amit, the Chief Director of the Mossad from 1963-1968. Thomas writes, “Each Sayan was an example of historical cohesiveness of the world Jewish community. Regardless of allegiance to his or her country, in the final analysis, a Sayan would recognize a greater loyalty: the mystical one to Israel, and a need to help protect it from its enemies”. The loyalty of the Sayanim is what fuels their mission and none reside on a Mossad payroll. The flexibility and diversity in their roles give the Mossad a unique operational capability with increased protection from detection and a way to avoid budget restraints or accountability. Most Sayanim fulfil various roles that can themselves be used to support Mossad operations. For example, Thomas writes, “A car Sayan, running a rental agency, provided a Katsa with a vehicle without the usual documentation. A letting agency Sayan offered accommodation. A bank Sayan might unlock funds outside normal hours. A Sayan physician would give medical assistance – treating a bullet wound for example – without informing the authorities”.

Simple organisational mechanisms, such as the creation of a sub committee of the EXCO body, under the authorisation of the CEO and chaired by the Chief Financial Officer (CFO) or the Chief Operating Officer (COO) — i.e., those who have the necessary organisational authority to resolve issues — should be established. Reporting into this group should be weekly and any variance to plan should be identified for resolution. There may be other organisational solutions but as a minimum, project reporting should be frequent and escalation for issue resolution should be integral to the process.

Uber had to get creative to unlock the hard side of their network, the drivers. Initially, Uber’s focus was on black car and limo services, which were licensed and relatively uncontroversial. However, a seismic shift occurred when rival app Sidecar innovated in recruiting unlicensed, normal people as drivers on their platform. This was the “peer-to-peer” model that created millions of new rideshare drivers, and was quickly copied and popularized by Lyft and then Uber. Jahan Khanna, cofounder/chief technology officer of Sidecar, spoke of its origin: It was obvious that letting anyone sign up to be a driver would be a big deal. With more drivers, rides would get cheaper and the wait times would get shorter. This came up in many brainstorms at Sidecar, but the question was always, what was the regulatory framework that allows this to operate? What were the prior examples that weren’t immediately shut down? After doing a ton of research, we came onto a model that had been active for years in San Francisco run by someone named Lynn Breedlove called Homobiles that answered our question.22 It’s a surprising fact, but the earliest version of the rideshare idea came not from an investor-backed startup, but rather from a nonprofit called Homobiles, run by a prominent member of the LGBTQ community in the Bay Area named Lynn Breedlove. The service was aimed at protecting and serving the LGBTQ community while providing them transportation—to conferences, bars and entertainment, and also to get health care—while emphasizing safety and community. Homobiles had built its own niche, and had figured out the basics: Breedlove had recruited, over time, 100 volunteer drivers, who would respond to text messages. Money would be exchanged, but in the form of donations, so that drivers could be compensated for their time. The company had operated for several years, starting in 2010—several years before Uber X—and provided the template for what would become a $100 billion+ gross revenue industry. Sidecar learned from Homobiles, implementing their offering nearly verbatim, albeit in digital form: donations based, where the rider and driver would sit together in the front, like a friend giving you a ride. With that, the rideshare market was kicked off.

Fortunately for Hypo, and the navy, and the United States, Chester Nimitz was not such an admiral. He was briefed each morning at eight o’clock by his fleet intelligence officer, Lieutenant Commander Edwin Layton. Layton also had a standing invitation to walk into Nimitz’s office at any hour of any day if he believed he had important information for the C-in-C. (No one else on the staff, except perhaps the chief of staff, had this privilege.) Hypo provided a daily briefing to Layton, who in turn drew on other sources and briefed Nimitz. Layton and Rochefort had known one another when both men were stationed in Tokyo as language officers in the 1920s. They had shared in the long trial of learning Japanese. They counted one another as friends, and this tended to smooth the contours of their professional partnership, which might otherwise had been complicated by the organizational rivalry between the Fourteenth Naval District (of which Hypo was a part) and the Pacific Fleet staff. Nimitz paid close attention to all the intelligence products that crossed his desk. On his first day as CINCPAC, he told Layton, “I want you to be the Admiral Nagumo of my staff. I want your every thought, every instinct as you believe Admiral Nagumo might have them. You are to see the war, their operations, their aims, from the Japanese viewpoint and keep me advised what you are thinking about, what you are doing, and what purpose, what strategy, motivates your operations. If you can do this, you will give me the kind of information needed to win this war.

At exactly 8:45 P.M., George Alagna tuned the receiver in the radio shack to the six-hundred-meter frequency, the distress wave band for ships at sea. The mandatory three-minute period of silent “listening out” is an international watch kept by all ships at sea. For three minutes at precisely fifteen minutes past and fifteen minutes before each hour, every marine radio operator on duty stops transmitting and tunes to the emergency channel, listening for even the weakest distress signal. Junior Operator George Maki watched carefully as Alagna fine-tuned the instruments. Maki himself sometimes found it difficult to locate the frequency; on several occasions Chief Radio Officer Rogers had noticed Maki’s hesitation, and he used each occasion to give Maki a tongue-lashing. Ever since Rogers had assumed command of the wireless room, his hostility toward Maki had increased. The chief radio officer made special note of each of Maki’s faults: he was slow on direction finding, decoding meteorological bulletins, and switching smoothly across the transmitting and receiving wave bands. Maki knew his career as a radioman would be terminated abruptly if Rogers made a report to the Radiomarine Corporation. Rogers chose not to file any official complaint; instead, he kept Maki on as a personal whipping boy, somebody he could verbally castigate whenever he wanted to.

Muslims, whom he regarded as a people “alien to God.” The Christian soldiers, who would one day be known as Crusaders, breached the city’s defenses on the night of July 13, 1099, and slaughtered its inhabitants, including three thousand men, women, and children who had taken shelter inside the great al-Aqsa Mosque on the Temple Mount. It was Saladin, the son of a Kurdish soldier of fortune from Tikrit, who would return the favor. After humiliating the thirst-crazed Crusader force at the Battle of Hattin near Tiberias—Saladin personally sliced off the arm of Raynald of Châtillon—the Muslims reclaimed Jerusalem after a negotiated surrender. Saladin tore down the large cross that had been erected atop the Dome of the Rock, scrubbed its courts with Damascene rosewater to remove the last foul traces of the infidel, and sold thousands of Christians into slavery or the harem. Jerusalem would remain under Islamic control until 1917, when the British seized it from the Ottoman Turks. And when the Ottoman Empire collapsed in 1924, so, too, did the last Muslim caliphate. But now ISIS had declared a new caliphate. At present, it included only portions of western Iraq and eastern Syria, with Raqqa as its capital. Saladin, the new Saladin, was ISIS’s chief of external operations—or so believed Fareed Barakat and the Jordanian General Intelligence Department. Unfortunately, the GID knew almost nothing else about Saladin, including his real name. “Is he Iraqi?” “He might be. Or he might be a Tunisian or a Saudi or an Egyptian or an Englishman or one of the other lunatics who’ve rushed to Syria to live in this new Islamic paradise of theirs.” “Surely, the GID doesn’t believe that.” “We don’t,” Fareed conceded. “We think he’s probably a former Iraqi military officer. Who knows? Maybe he’s from Tikrit, just like Saladin.” “And Saddam.” “Ah, yes, let’s not forget Saddam.” Fareed exhaled a lungful of smoke toward the high ceiling of his office. “We had our problems with Saddam, but we warned the Americans they would rue the day they toppled him. They didn’t listen, of course. Nor did they listen when we asked them to do something about Syria. Not our problem, they said. We’re putting the Middle East in our rearview mirror. No more American wars in Muslim lands. And now look at the situation. A quarter of a million dead, hundreds of thousands more streaming into Europe, Russia and Iran working together to dominate the Middle East.” He shook his head slowly. “Have I left anything out?” “You forgot Saladin,” said Gabriel. “What do you want to do about him?” “I suppose we could do nothing and hope he goes away.” “Hope is how we ended up with him in the first place,” said Fareed. “Hope and hubris.” “So let’s put him out of business, sooner rather than later.

In the immortal words texted by Binance’s chief compliance officer to a colleague in 2018: “we are operating as a fking unlicensed securities exchange in the USA bro.” (This and other similar morsels turned up in a lawsuit filed by the SEC against Binance five years after the fact, in June 2023.)

1. In accordance with the Imperial Command, the Fourteenth Area Army has ceased all combat activity. “2. In accordance with Military Headquarters Command No. A–2003, the Special Squadron in the Chief of Staff’s Headquarters is relieved of all military duties. “3. Units and individuals under the command of the Special Squadron are to cease military activities and operations immediately and place themselves under the command of the nearest superior officer. When no officer can be found, they are to communicate with the American or Philippine forces and follow their directives. “Special Squadron, Chief of Staff’s Headquarters, Fourteenth Area Army, Major Yoshimi Taniguchi.” After reading this, Major Taniguchi paused slightly, then added, “That is all.

Two of the greatest gifts you can give your organisation are clarity of strategy and an environment conducive to operational excellence. Cleaning up the change portfolio, sequencing things instead of doing them all at once, and closing down legacy projects will free up your talented people to deliver. It will release and supercharge your organisation. Staff will appreciate regaining the ability to do a good job nobody likes being forced to do a hundred things at once and doing them badly. Most people want to deliver something of quality. They derive satisfaction from that – give them back that gift.

A developer jamming in an urgent change so he could go on vacation—possibly as part of some urgent project being driven by John Pesche, our Chief Information Security Officer. Situations like this only reinforce my deep suspicion of developers: They’re often carelessly breaking things and then disappearing, leaving Operations to clean up the mess.

Luke Montaine occupies the position of Director, Chief Executive & Financial Officer for Roadman Investments Corp., Chief Executive Officer & Director at Ord Mountain Resources Corp., Chief Operating Officer at Brand X Lifestyle Corp., Vice President-Finance & Associate at Element & Associates and Head-Corporate Development at West Mining Corp.

If you’re Sheryl Sandberg, the chief operating officer of Facebook and author of Lean In, you believe that women should stop getting in their own way as they pursue their professional dreams—they should speak up, assert themselves, defend their right to dominate the boardroom and proudly wear the pants.

A practical vision is specific enough to suggest strategy, but not so specific it commits you to one particular strategy. Your vision is sacred, but your strategies can switch as needed. I like how my daughter and our company’s chief operating officer, Megan Hyatt Miller, puts it: “The way to achieve our goals is to hold them tightly and our strategies loosely.

Complex IT Project Management: 16 Steps to Success” by Peter Schulte.

Aiming for the top: A guide for aspiring COOs and their organizations”, EY (Ernst & Young)

Pervez Musharraf had a formidable ego. He was a Pakistani nationalist but not especially pious. There was no suggestion that he had undergone a religious recommitment like General Mahmud’s. Indeed, there was little evidence that Musharraf sought a unity of the “tactical and moral” in his life; he seemed above all to be a tactician. He had been educated in Catholic schools in Karachi and spent much of his boyhood in secular Turkey. Musharraf had faced expulsion from the army as a young officer because of discipline infractions. He salvaged his career in the Special Services Group, or S.S.G., as a commando. He won a gallantry award during the 1971 war for operating behind Indian lines. As he rose to become a four-star general and lead the army as chief of staff, he did not take advice easily.

Two operatives shot dead in a safe house? Including the chief suspect in the original investigation? No doubt that’s why so many grey-haired men were in and out of Sue’s office.

A day before the scheduled departure, Captains Kobzar and Zhuravin received another jolt. It was an even more drastic deviation from operational protocol than being rushed back into service ahead of schedule. The submarine’s crew roster had already been filled with replacements, and they had been introduced to the section officers they would serve. Since these replacements were from other submarines stationed at the base, they were quickly integrated into the regular crew. The new men were assigned to their duty sections, shifts, and bunk schedules. With the replacements, all work assignments were covered for the upcoming mission. Then, without explanation, eleven strangers, all in the uniforms of Soviet sailors, showed up at the pier where K-129 was berthed. They carried written orders to join the crew. The latecomers, including nine in the uniform of common seamen and one wearing the insignia of a seaman first class, were led by a chief petty officer. The chief produced orders assigning this squad to duty aboard Kobzar’s submarine as temporary replacements for his furloughed key senior enlisted men. These last-minute assignments were especially unusual, because their numbers raised the crew total to ninety-eight, fifteen over the normal complement of eighty-three men.