Deployment Support Quotes

Democrats see our voluntary military supported by taxpayer dollars as their personal Salvation Army. Self-interested behavior, such as deploying troops to serve the nation, is considered boorish in Manhattan salons.

George Bush made a mistake when he referred to the Saddam Hussein regime as 'evil.' Every liberal and leftist knows how to titter at such black-and-white moral absolutism. What the president should have done, in the unlikely event that he wanted the support of America's peace-mongers, was to describe a confrontation with Saddam as the 'lesser evil.' This is a term the Left can appreciate. Indeed, 'lesser evil' is part of the essential tactical rhetoric of today's Left, and has been deployed to excuse or overlook the sins of liberal Democrats, from President Clinton's bombing of Sudan to Madeleine Albright's veto of an international rescue for Rwanda when she was U.S. ambassador to the United Nations. Among those longing for nuance, moral relativism—the willingness to use the term evil, when combined with a willingness to make accommodations with it—is the smart thing: so much more sophisticated than 'cowboy' language.

American tanks were sent to Checkpoint Charlie as a show of strength. Soviet tanks appeared there at about five in the evening on the twenty-seventh. The British soon deployed two antitank guns to support the Americans, while all the French troops in West Berlin remained safely in their barracks. For

For a century, the human response to stress and danger has been defined as “fight or flight.” A 2000 UCLA study by several psychologists noted that this research was based largely on studies of male rats and male human beings. But studying women led them to a third, often deployed option: gather for solidarity, support, advice. They noted that “behaviorally, females’ responses are more marked by a pattern of ‘tend-and-befriend.’ Tending involves nurturant activities designed to protect the self and offspring that promote safety and reduce distress; befriending is the creation and maintenance of social networks that may aid in this process.

In all, Yamamoto deployed 162 ships of the Imperial Japanese Navy, practically its entire fighting force, in support of the Midway operation. (No

Identity politics forces those who ask for our support to do their jobs: To understand that the self-made man got zoned into a good school district and received a high-quality education, one that wouldn’t have existed if his zip code changed by a digit. To recognize that the woman on welfare with three kids is the product of divorce in a state where she risks losing food stamps if her low-wage job pays her too much. Or that the homeless junkie is an Iraq War veteran who was in the National Guard but lost his job due to multiple deployments and didn’t qualify for full VA care. And that the laborer is a migrant farmworker who overstayed his visa to care for his American-born children. Single-strand identities do not exist in a household, let alone in a nation.

Seldom can one attain victory in ware fare without allies. Some allies provide direct assistance, the two forces battling side by side. Other allies provide logistical support, whether weapons and combat equipment or simply food and other life needs. Sometimes the most effective use of an ally is as a threat, his very presence creating a distraction or forcing the common enemy to deploy resources away from the main Battlefront. But standing by an ally doesn't necessarily mean one will always agree with that ally. Or with his goals or methods.

Gansey didn't know how he felt about this. He had been given this secret, but he didn't know why. He didn't know what Henry wanted from him. He had many assembled reactions prepared to deploy- sympathy, advice, concern, support, indignation, sorrow - but he didn't know which combination was called for. He was used to knowing. He didn't think Henry needed anything from him. This was a landscape with no map.

During the period in which newspapers were initially reporting on how asylum-seeking immigrants were having their young children ripped from them, presidential daughter and advisor Ivanka Trump tweeted a photograph of herself beatifically embracing her small son. When Samantha Bee performed a fierce excoriation of Trump’s incivility in both supporting her father’s administration, and posting such a cruel celebration of her own intact family, she called her a “feckless cunt.” It was this epithet, one that Donald Trump had himself used as an insult against women on multiple past occasions, that sent the media into a spiral of shocked alarm and prompted Trump himself to recommend, via Twitter, that Bee’s network, TBS, fire her. But neither Trump’s past use of the word to demean women, nor his possible violation of the First Amendment, provoked as much horror as the feminist comedian’s deployment of a slur that she had used before on her show often in reference to herself. Typically only the incivility of the less powerful toward the more powerful can be widely understood as such, and thus be subject to such intense censure. Which is what made #metoo so fraught and revolutionary. It was a period during which some of the most powerful faced repercussion.

Deploying LOGCAP or other contractors instead of military personnel can alleviate the political and social pressures that have come to be a fact of life in the U.S. whenever military forces are deployed,” wrote Lt. Col. Steven Woods in his Army War College study about the effects of LOGCAP. “While there has been little to no public reaction to the deaths of five DynCorp employees killed in Latin America or the two American support contractors from Tapestry Solutions attacked (and one killed) in Kuwait … U.S. forces had to be withdrawn from Somalia after public outcry following the deaths of U.S. soldiers in Mogadishu.… “Additionally, military force structure often has a force cap, usually for political reasons. Force caps impose a ceiling on the number of soldiers that can be deployed into a defined area. Contractors expand this limit.

Reasoning can take us to almost any conclusion we want to reach, because we ask “Can I believe it?” when we want to believe something, but “Must I believe it?” when we don’t want to believe. The answer is almost always yes to the first question and no to the second. In moral and political matters we are often groupish, rather than selfish. We deploy our reasoning skills to support our team, and to demonstrate commitment to our team.

For generations the official U.S. policy had been to support these regimes against any threat from their own citizens, who were branded automatically as Communists. When necessary, U.S. troops had been deployed in Latin America for decades to defend our military allies, many of whom were graduates of the U.S. Military Academy, spoke English, and sent their children to be educated in our country. They were often involved in lucrative trade agreements involving pineapples, bananas, bauxite, copper and iron ore, and other valuable commodities. When I became president, military juntas ruled in Argentina, Bolivia, Brazil, Chile, Ecuador, El Salvador, Guatemala, Haiti, Honduras, Nicaragua, Panama, Paraguay, Peru, and Uruguay. I decided to support peaceful moves toward freedom and democracy throughout the hemisphere. In addition, our government used its influence through public statements and our votes in financial institutions to put special pressure on the regimes that were most abusive to their own people, including Chile, Argentina, Paraguay, Nicaragua, and El Salvador. On visits to the region Rosalynn and I met with religious and other leaders who were seeking political change through peaceful means, and we refused requests from dictators to defend their regimes from armed revolutionaries, most of whom were poor, indigenous Indians or descendants of former African slaves. Within ten years all the Latin American countries I named here had become democracies, and The Carter Center had observed early elections in Panama, Nicaragua, Peru, Haiti, and Paraguay.

Liberal feminism’s ethos converges not only with corporate mores but also with supposedly “transgressive” currents of neoliberal culture. Its love affair with individual advancement equally permeates the world of social-media celebrity, which also confuses feminism with the ascent of individual women. In that world, “feminism” risks becoming a trending hashtag and a vehicle of self-promotion, deployed less to liberate the many than to elevate the few. In general, then, liberal feminism supplies the perfect alibi for neoliberalism. Cloaking regressive policies in an aura of emancipation, it enables the forces supporting global capital to portray themselves as “progressive.” Allied with global finance in the United States, while providing cover for Islamophobia in Europe, this is the feminism of the female power-holders: the corporate gurus who preach “lean in,” the femocrats who push structural adjustment and microcredit on the global South, and the professional politicians in pant suits who collect six-figure fees for speeches to Wall Street.

This is where racism becomes strategically useful. Whatever the Koch movement operatives (which now include many Republican politicians) believe in their hearts about race, they are comfortable with deploying strategic racism because popular stereotypes can help move unpopular ideas, including limiting democracy. Take for example the widespread unconscious association between people of color and criminals; anti-voting advocates and politicians exploited this connection to win white support for voter suppression measures. They used images of brown and Black people voting in ads decrying “voter fraud,” which has been proven repeatedly to be virtually nonexistent and nonsensical: it’s hard enough to get a majority of people to overcome the bureaucratic hurdles to vote in every election; do we really think that people are risking jail time to cast an extra ballot? Nonetheless, the combination of the first Black president and inculcation through repetition led to a new common sense, particularly among white Republicans, that brown and Black people could be committing a crime by voting. With this idea firmly implanted, the less popular idea—that politicians should change the rules to make it harder for eligible citizens to vote—becomes more tolerable.

By definition, a tool exists to improve something you are already doing. If you're not doing formal data governance yet, or if you are doing it poorly, then casting about for a tool to help you deploy DG is a waste of time. This flies in the face of typical IT philosophy, where the tool is usually acquired first. This is a notoriously silly thing to do. However, our work always has us putting the brakes on a tool selection project. It is easy to buy a tool and install it. However, most of the time we witness new tools for data management sitting unused or poorly deployed. This is because no one has mastered the process the tool is supporting.

Jowell fell back on the same justification for funding the arts that the first chairman of the Arts Council, John Maynard Keynes, had deployed in 1945. Art was something produced by people with special skills, who set their own standards of excellence; they needed to be supported to do this, and the audience needed to be encouraged to appreciate this excellence, by being given subsidised access to it. And for all of Jowell’s attempts to transcend instrumentalism, the purpose of culture continued to be to help the government ‘to transform our society into a place of justice, talent and ambition where individuals can fulfil their true potential’.22

Several Obama administration officials sympathetic to Holbrooke said they felt that antipathy toward him and his campaign for diplomacy may have squandered the United States’ period of maximum potential in the region. When US troop deployments were high, both the Taliban and the Pakistanis had incentives to come to the table and respond to tough talk. Once we were leaving, there was little reason to cooperate. The lack of White House support for Holbrooke’s diplomatic overtures to Pakistan had, likewise, wasted openings to steel the relationship for the complete collapse that followed. Richard Olson, who took over as ambassador to Pakistan in 2012, called the year after Holbrooke’s death an “annus horribilis.” We lost the war, and this is when it happened.

Because of this knowledge, because of American backing for Israel and tolerance of its actions, its supplies of arms and munitions for use against civilians, its coercion of the PLO to leave Beirut and refusal to deal directly with it, and its worthless assurances of protection, the 1982 invasion must be seen as a joint Israeli-US military endeavor—their first war aimed specifically against the Palestinians. The United States thereby stepped into a position similar to that played by Britain in the 1930s, helping to repress the Palestinians by force in the service of Zionist ends. However, the British were the leading party in the 1930s, while in 1982 it was Israel that called the tune, deployed its might, and did the killing, while the United States played an indispensable but supporting role.

The assumptions that propagandists are rational, in the sense that they follow their own propaganda theories in their choice of communications, and that the meanings of propagandists' communications may differ for different people reoriented the FCC* analysts from a concept of "content as shared" (Berelson would later say "manifest") to conditions that could explain the motivations of particular communicators and the interests they might serve. The notion of "preparatory propaganda" became an especially useful key for the analysts in their effort to infer the intents of broadcasts with political content. In order to ensure popular support for planned military actions, the Axis leaders had to inform; emotionally arouse, and otherwise prepare their countrymen and women to accept those actions; the FCC analysts discovered that they could learn a great deal about the enemy's intended actions by recognizing such preparatory efforts in the domestic press and broadcasts. They were able to predict several major military and political campaigns and to assess Nazi elites' perceptions of their situation, political changes within the Nazi governing group, and shifts in relations among Axis countries. Among the more outstanding predictions that British analysts were able to make was the date of deployment of German V weapons against Great Britain. The analysts monitored the speeches delivered by Nazi propagandist Joseph Goebbels and inferred from the content of those speeches what had interfered with the weapons' production and when. They then used this information to predict the launch date of the weapons, and their prediction was accurate within a few weeks. *FCC - Federal Communications Commission

I knew that these people on their way to work or home or dinner had no idea what it was they were supporting. They did not have a clue as to what war was like. What it made people see, and what it made them do to each other. I felt as though I didn't deserve their support, or anyone's, for what I had done. No one should ever support the activities in which I had participated. No one should ever support the people who do such things. (...) They were uninformed but good people. The kind whose respect we would welcome if it was based upon something true. It was when we were around them that we had to hide the actual truth most consciously. It wasn't enough to not mention the war or being a veteran, because they'd bring it up. The civilians we were most anxious around, and therefore tended the most to avoid, were exactly those good citizens who thought they were helping us.

Is Jesus' whole body thriving and stronger than ever today because for over two millennia 'the whole body, joined and held together by every supporting ligament, grows and builds itself up in love, as each part does its work' (Ephesians 4:16 NIV)? Do the world's headlines read, 'See how they love one another!'--not of tight-knit homogeneous subgroups of Christians, but of a bone-deep oneness that inexplicably thrives within wide-ranging diversity and denominational and theological differences and reaches across the gender divide? In two thousand years, how far have we come in attaining that kaleidoscopic trinitarian oneness Jesus longs to see? How is God's reputation in the world enhanced because of us? Has the world changed for the better, is the Enemy in retreat, and is justice flourishing in the earth because the Blessed Alliance of men and women is formidable and fully deployed for God's kingdom?

I reviewed five areas of research showing that moral thinking is more like a politician searching for votes than a scientist searching for truth: • We are obsessively concerned about what others think of us, although much of the concern is unconscious and invisible to us. • Conscious reasoning functions like a press secretary who automatically justifies any position taken by the president. • With the help of our press secretary, we are able to lie and cheat often, and then cover it up so effectively that we convince even ourselves. • Reasoning can take us to almost any conclusion we want to reach, because we ask “Can I believe it?” when we want to believe something, but “Must I believe it?” when we don’t want to believe. The answer is almost always yes to the first question and no to the second. • In moral and political matters we are often groupish, rather than selfish. We deploy our reasoning skills to support our team, and to demonstrate commitment to our team.

The first principle of moral psychology is Intuitions come first, strategic reasoning second. To demonstrate the strategic functions of moral reasoning, I reviewed five areas of research showing that moral thinking is more like a politician searching for votes than a scientist searching for truth: We are obsessively concerned about what others think of us, although much of the concern is unconscious and invisible to us. Conscious reasoning functions like a press secretary who automatically justifies any position taken by the president. With the help of our press secretary, we are able to lie and cheat often, and then cover it up so effectively that we convince even ourselves. Reasoning can take us to almost any conclusion we want to reach, because we ask “Can I believe it?” when we want to believe something, but “Must I believe it?” when we don’t want to believe. The answer is almost always yes to the first question and no to the second. In moral and political matters we are often groupish, rather than selfish. We deploy our reasoning skills to support our team, and to demonstrate commitment to our team.

The appropriation of terms from psychology to discredit political opponents is part of the modern therapeutic culture that the sociologist Christopher Lasch criticized. Along with the concept of the authoritarian personality, the term “-phobe” for political opponents has been added to the arsenal of obloquy deployed by technocratic neoliberals against those who disagree with them. The coinage of the term “homophobia” by the psychologist George Weinberg in the 1970s has been followed by a proliferation of pseudoclinical terms in which those who hold viewpoints at variance with the left-libertarian social consensus of the transatlantic ruling class are understood to suffer from “phobias” of various kinds similar to the psychological disorders of agoraphobia (fear of open spaces), ornithophobia (fear of birds), and pentheraphobia (fear of one’s mother-in-law). The most famous use of this rhetorical strategy can be found in then-candidate Hillary Clinton’s leaked confidential remarks to an audience of donors at a fund-raiser in New York in 2016: “You know, to just be grossly generalistic, you could put half of Trump’s supporters into what I call the basket of deplorables. Right? They’re racist, sexist, homophobic, xenophobic, Islamophobic—you name it.” A disturbed young man who is driven by internal compulsions to harass and assault gay men is obviously different from a learned Orthodox Jewish rabbi who is kind to lesbians and gay men as individuals but opposes homosexuality, along with adultery, premarital sex, and masturbation, on theological grounds—but both are "homophobes.” A racist who opposes large-scale immigration because of its threat to the supposed ethnic purity of the national majority is obviously different from a non-racist trade unionist who thinks that immigrant numbers should be reduced to create tighter labor markets to the benefit of workers—but both are “xenophobes.” A Christian fundamentalist who believes that Muslims are infidels who will go to hell is obviously different from an atheist who believes that all religion is false—but both are “Islamophobes.” This blurring of important distinctions is not an accident. The purpose of describing political adversaries as “-phobes” is to medicalize politics and treat differing viewpoints as evidence of mental and emotional disorders. In the latter years of the Soviet Union, political dissidents were often diagnosed with “sluggish schizophrenia” and then confined to psychiatric hospitals and drugged. According to the regime, anyone who criticized communism literally had to be insane. If those in today’s West who oppose the dominant consensus of technocratic neoliberalism are in fact emotionally and mentally disturbed, to the point that their maladjustment makes it unsafe to allow them to vote, then to be consistent, neoliberals should support the involuntary confinement, hospitalization, and medication of Trump voters and Brexit voters and other populist voters for their own good, as well as the good of society.

our explosive growth was slowing down our pace of innovation. We were spending more time coordinating and less time building. More features meant more software, written and supported by more software engineers, so both the code base and the technical staff grew continuously. Software engineers were once free to modify any section of the entire code base to independently develop, test, and immediately deploy any new features to the website. But as the number of software engineers grew, their work overlapped and intertwined until it was often difficult for teams to complete their work independently. Each overlap created one kind of dependency, which describes something one team needs but can’t supply for itself. If my team’s work requires effort from yours—whether it’s to build something new, participate, or review—you’re one of my dependencies. Conversely, if your team needs something from mine, I’m a dependency of yours. Managing dependencies requires coordination—two or more people sitting down to hash out a solution—and coordination takes time. As Amazon grew, we realized that despite our best efforts, we were spending too much time coordinating and not enough time building. That’s because, while the growth in employees was linear, the number of their possible lines of communication grew exponentially. Regardless of what form it takes—and we’ll get into the different forms in more detail shortly—every dependency creates drag. Amazon’s growing number of dependencies delayed results, increased frustration, and disempowered teams.

Back home, Chris struggled to readjust, physically and mentally. He also faced another decision-reenlist, or leave the Navy and start a new life in the civilian world. This time, he seemed to be leaning toward getting out-he'd been discussing other jobs and had already talked to people about what he might do next. It was his decision, one way or another. But if I’d been resigned to his reenlistment last go-around, this time I was far more determined to let him know I thought he should get out. There were two important reasons for him to leave-our children. They really needed to have him around as they grew. And I made that a big part of my argument. But the most urgent reason was Chris himself. I saw what the war was doing to him physically. His body was breaking down with multiple injuries, big and small. There were rings under his eyes even when he had slept. His blood pressure was through the roof. He had to wall himself off more and more. I didn’t think he could survive another deployment. “I’ll support you whatever you decide,” I told him. “I want to be married to you. But the only way I can keep making sense of this is…I need to do the best for the kids and me. If you have to keep doing what is best for you and those you serve, at some point I owe it to myself and those I serve to do the same. For me, that is moving to Oregon.” For me, that meant moving from San Diego to Oregon, where we could live near my folks. That would give our son a grandfather to be close to and model himself after-very important things, in my mind, for a boy. I didn’t harp on the fact that the military was taking its toll. That argument would never persuade Chris. He lived for others, not himself. It didn’t feel like an ultimatum to me. In fact, when he described it that way later on, I was shocked. “It was an ultimatum,” he said. He felt my attitude toward him would change so dramatically that the marriage would be over. There would also be a physical separation that would make it hard to stay together. Even if he wasn’t overseas, he was still likely to be based somewhere other than Oregon. We’d end up having a marriage only in name. I guess looked at one way, it was an ultimatum-us or the Navy. But it didn’t feel like that to me at the time. I asked him if he could stay in and get an assignment overseas where we could all go, but Chris reminded me there was never a guarantee with the military-and noted he wasn’t in it to sit behind a desk. Some men have a heart condition they know will kill them, but they don’t want to go to the doctor; it’s only when their wives tell them to go that they go. It’s a poor metaphor, but I felt that getting out of the Navy was as important for Chris as it was for us. In the end, he opted to leave. Later, when Chris would give advice to guys thinking about leaving the military, he would tell them it would be a difficult decision. He wouldn’t push them one way or the other, but he would be open about his experiences. “There’ll be hard times at first,” he’d admit. “But if that is the thing you decide, those times will pass. And you’ll be able to enjoy things you never could in the service. And some of them will be a lot better. The joy you get from your family will be twice as great as the pleasure you had in the military.” Ultimatum or not, he’d come to realize retiring from the service was a good choice for all of us.

The 12 Principles of Permaculture Investing are: 1. Accumulate & Compound Capital: Consistently save and invest to grow your capital base over time, leveraging the power of compound interest. 2. Utilize Capital: Actively deploy your capital into productive investments that generate returns, rather than letting it sit idle. 3. Retain Maximum & Gradiented Liquidity: Maintain a balance between liquid assets (easily accessible cash) and less liquid investments, ensuring you can meet immediate needs while still investing for the long term. 4. Actively Manage Passive: While focusing on passive income sources, actively monitor and adjust your investments to optimize returns and mitigate risks. 5. Prioritize Long-Term Growth: Focus on investments that offer potential for significant growth over the long term, even if they don't provide immediate high yields. 6. Prioritize Consistent Yields: Balance your portfolio with investments that provide reliable, consistent income to support your financial needs. 7. Add Net Value to all Stakeholders: Invest in ways that benefit not only yourself but also the broader community, environment, and all parties involved. 8. Provide Authentic Data: Be transparent and honest in your financial reporting, providing accurate information to all stakeholders. 9. Collect & Utilize Authentic Data: Base your investment decisions on reliable, verified data rather than speculation or rumors. 10. Diversify Holistically: Diversify your investments across different asset classes, industries, and geographical regions to reduce risk and maximize potential returns. 11. Harvest Yields Equitably: Distribute profits fairly among all stakeholders, ensuring everyone benefits from the investment's success. 12. Reinvest Yields in Most Profitable Assets: Continuously evaluate your portfolio and reinvest profits into the most promising opportunities to further compound your growth.

In order to avoid the deafening of conspecifics, some bats employ a jamming avoidance response, rapidly shifting frequencies or flying silent when foraging near conspecifics. Because jamming is a problem facing any active emission sensory system, it is perhaps not surprising (though no less amazing) that similar jamming avoidance responses are deployed by weakly electric fish. The speed of sound is so fast in water that it makes it difficult for echolocating whales to exploit similar Doppler effects. However, the fact that acoustic emissions propagate much farther and faster in the water medium means that there is less attenuation of ultrasound in water, and thus that echolocation can be used for broader-scale 'visual' sweeping of the undersea environment. These constraints and trade-offs must be resolved by all acoustic ISMs, on Earth and beyond. There are equally universal anatomical and metabolic constraints on the evolvability of echolocation that explain why it is 'harder' to evolve than vision. First, as noted earlier, a powerful sound-production capacity, such as the lungs of tetrapods, is required to produce high-frequency emissions capable of supporting high-resolution acoustic imaging. Second, the costs of echolocation are high, which may limit acoustic imaging to organisms with high-metabolisms, such as mammals and birds. The metabolic rates of bats during echolocation, for instance, are up to five times greater than they are at rest. These costs have been offset in bats through the evolutionarily ingenious coupling of sound emission to wing-beat cycle, which functions as a single unit of biomechanical and metabolic efficiency. Sound emission is coupled with the upstroke phase of the wing-beat cycle, coinciding with contraction of abdominal muscles and pressure on the diaphragm. This significantly reduces the price of high-intensity pulse emission, making it nearly costless. It is also why, as any careful crepuscular observer may have noticed, bats spend hardly any time gliding (which is otherwise a more efficient means of flight).

Here is my six step process for how we will first start with ISIS and then build an international force that will fight terrorism and corruption wherever it appears. “First, in dedication to Lieutenant Commander McKay, Operation Crapshoot commenced at six o’clock this morning. I’ve directed a handpicked team currently deployed in Iraq to coordinate a tenfold increase in aerial bombing and close air support. In addition to aerial support, fifteen civilian security companies, including delegations from our international allies, are flying special operations veterans into Iraq. Those forces will be tasked with finding and annihilating ISIS, wherever they walk, eat or sleep. I’ve been told that they can’t wait to get started. “Second, going forward, our military will be a major component in our battle against evil. Militaries need training. I’ve been assured by General McMillan and his staff that there is no better final training test than live combat. So without much more expenditure, we will do two things, train our troops of the future, and wipe out international threats. “Third, I have a message for our allies. If you need us, we will be there. If evil raises its ugly head, we will be with you, arm in arm, fighting for what is right. But that aid comes with a caveat. Our allies must be dedicated to the common global ideals of personal and religious freedom. Any supposed ally who ignores these terms will find themselves without impunity. A criminal is a criminal. A thief is a thief. Decide which side you’re on, because our side carries a big stick. “Fourth, to the religious leaders of the world, especially those of Islam, though we live with differing traditions, we are still one people on this Earth. What one person does always has the possibility of affecting others. If you want to be part of our community, it is time to do your part. Denounce the criminals who besmirch your faith. Tell your followers the true meaning of the Koran. Do not let the money and influence of hypocrites taint your religion or your people. We request that you do this now, respectfully, or face the scrutiny of America and our allies. “Fifth, starting today, an unprecedented coalition of three former American presidents, my predecessor included, will travel around the globe to strengthen our alliances. Much like our brave military leaders, we will lead from the front, go where we are needed. We will go toe to toe with any who would seek to undermine our good intentions, and who trample the freedoms of our citizens. In the coming days you will find out how great our resolve truly is. “Sixth, my staff is in the process of drafting a proposal for the members of the United Nations. The proposal will outline our recommendations for the formation of an international terrorism strike force along with an international tax that will fund ongoing anti-terrorism operations. Only the countries that contribute to this fund will be supported by the strike force. You pay to play.

In respect to the employment of troops, ground may be classified as dispersive, frontier, key, communicating, focal, serious, difficult, encircled, and death. When a feudal lord fights in his own territory, he is in dispersive ground. Here officers and men long to return to their nearby homes. When he makes but a shallow penetration into enemy territory he is in frontier ground. Ground equally advantageous for the enemy or me to occupy is key ground. Ground equally accessible to both the enemy and me is communicating. This is level and extensive ground in which one may come and go, sufficient in extent for battle and to erect opposing fortifications. When a state is enclosed by three other states its territory is focal. He who first gets control of it will gain the support of All-under-Heaven. When the army has penetrated deep into hostile territory, leaving far behind many enemy cities and towns, it is in serious ground. When the army traverses mountains, forests, precipitous country, or marches through defiles, marshlands, or swamps, or any place where the going is hard, it is in difficult ground. Ground to which access is constricted, where the way out is tortuous, and where a small enemy force can strike my larger one is called 'encircled.' Ground in which the army survives only if it fights with the courage of desperation is called 'death.' Therefore, do not fight in dispersive ground; do not stop in the frontier borderlands. Do not attack an enemy who occupies key ground; in communicating ground do not allow your formations to become separated. In focal ground, ally with neighboring states; in deep ground, plunder. In difficult ground, press on; in encircled ground, devise stratagems; in death ground, fight. In dispersive ground I would unify the determination of the army. In frontier ground I would keep my forces closely linked. In key ground I would hasten up my rear elements. In communicating ground I would pay strict attention to my defenses. In focal ground I would strengthen my alliances. I reward my prospective allies with valuables and silks and bind them with solemn covenants. I abide firmly by the treaties and then my allies will certainly aid me. In serious ground I would ensure a continuous flow of provisions. In difficult ground I would press on over the roads. In encircled ground I would block the points of access and egress. It is military doctrine that an encircling force must leave a gap to show the surrounded troops there is a way out, so that they will not be determined to fight to the death. Then, taking advantage of this, strike. Now, if I am in encircled ground, and the enemy opens a road in order to tempt my troops to take it, I close this means of escape so that my officers and men will have a mind to fight to the death. In death ground I could make it evident that there is no chance of survival. For it is the nature of soldiers to resist when surrounded; to fight to the death when there is no alternative, and when desperate to follow commands implicitly.

I have seen perhaps as many country codes stored in databases (shown in Figure 5-4) as I have written StringUtils classes for in-house Java projects. This seems to imply that we plan to change the countries our system supports way more frequently than we’ll deploy new code,

In 1898 the clouds of war between Spain and the United States accumulated over Cuba. President McKinley decided to deploy the battleship USS Maine to Havana, to insure the safety of Americans. As a backup, other ships were deployed to Key West and many other hot spots around the world involving Spain. Most Americans allied themselves with the Cuban people, and identified their movement with our American Revolutionary War. The arrival of the battleship Maine in Havana harbor with only 18 hours of advanced warning was contrary to diplomatic convention. At 9:40 p.m. on February 15, 1898, a massive explosion sank the ship while she was at anchor and took the lives of 268 sailors. Although the cause of the explosion was never proven to be sabotage, and was most likely caused by a smoldering fire in one of the ship’s coal bunkers, “Remember the Maine, To Hell with Spain!” became an American battle cry. What was termed “yellow journalism” had fired up the American public so much, that on April 11, 1898, President McKinley asked Congress for authority to send troops to Cuba to support the Cuban people in their revolt against Spain. The situation spun out of control when Spain declared war on the United States on April 23, 1898, and in turn, Washington declared war on Spain two days later.

Well, how's that going to work with both of you as pilots? Who's going to watch your kids? What if you both get deployed? If he is going to be successful in the Air Force, he'll need a strong support system at home. Don't you want to be a good wife to him?" My heart sank. It was absolutely none of his business that we were going to get a divorce anyway. None of this was any of his business. It was clearly not his place to be making that kind of decision for my family, or anyone's family.

The five most highly correlated factors are: Organizational culture. Strong feelings of burnout are found in organizations with a pathological, power-oriented culture. Managers are ultimately responsible for fostering a supportive and respectful work environment, and they can do so by creating a blame-free environment, striving to learn from failures, and communicating a shared sense of purpose. Managers should also watch for other contributing factors and remember that human error is never the root cause of failure in systems. Deployment pain. Complex, painful deployments that must be performed outside of business hours contribute to high stress and feelings of lack of control.4 With the right practices in place, deployments don’t have to be painful events. Managers and leaders should ask their teams how painful their deployments are and fix the things that hurt the most. Effectiveness of leaders. Responsibilities of a team leader include limiting work in process and eliminating roadblocks for the team so they can get their work done. It’s not surprising that respondents with effective team leaders reported lower levels of burnout. Organizational investments in DevOps. Organizations that invest in developing the skills and capabilities of their teams get better outcomes. Investing in training and providing people with the necessary support and resources (including time) to acquire new skills are critical to the successful adoption of DevOps. Organizational performance. Our data shows that Lean management and continuous delivery practices help improve software delivery performance, which in turn improves organizational performance. At the heart of Lean management is giving employees the necessary time and resources to improve their own work. This means creating a work environment that supports experimentation, failure, and learning, and allows employees to make decisions that affect their jobs. This also means creating space for employees to do new, creative, value-add work during the work week—and not just expecting them to devote extra time after hours. A good example of this is Google’s 20% time policy, where the company allows employees 20% of their week to work on new projects, or IBM’s “THINK Friday” program, where Friday afternoons are designated for time without meetings and employees are encouraged to work on new and exciting projects they normally don’t have time for.

When we think of architecting software, we tend to think first of classical technical activities, like modularizing systems, defining interfaces, allocating responsibility, applying patterns, and optimizing performance. Architects also need to consider security, usability, supportability, release management, and deployment options, among others things. But these technical and procedural issues must be balanced with the needs of stakeholders and their interests. Taking a―stakeholders and interests approach in requirements analysis is an excellent way to ensure completeness of requirements specifications for the software being developed.

What the hell happened in there? How did we get into this position? Does anyone know what’s required from us to support this launch?” “No one has a clue,” he says, shaking his head in disgust. “We haven’t even agreed on how to do the handoff with Development. In the past, they’ve just pointed to a network folder and said, ‘Deploy that.’ There are newborn babies dropped off at church doorsteps with more operating instructions than what they’re giving us.

Passage Five: From Business Manager to Group Manager This is another leadership passage that at first glance doesn’t seem overly arduous. The assumption is that if you can run one business successfully, you can do the same with two or more businesses. The flaw in this reasoning begins with what is valued at each leadership level. A business manager values the success of his own business. A group manager values the success of other people’s businesses. This is a critical distinction because some people only derive satisfaction when they’re the ones receiving the lion’s share of the credit. As you might imagine, a group manager who doesn’t value the success of others will fail to inspire and support the performance of the business managers who report to him. Or his actions might be dictated by his frustration; he’s convinced he could operate the various businesses better than any of his managers and wishes he could be doing so. In either instance, the leadership pipeline becomes clogged with business managers who aren’t operating at peak capacity because they’re not being properly supported or their authority is being usurped. This level also requires a critical shift in four skill sets. First, group managers must become proficient at evaluating strategy for capital allocation and deployment purposes. This is a sophisticated business skill that involves learning to ask the right questions, analyze the right data, and apply the right corporate perspective to understand which strategy has the greatest probability of success and therefore should be funded. The second skill cluster involves development of business managers. As part of this development, group managers need to know which of the function managers are ready to become business managers. Coaching new business managers is also an important role for this level. The third skill set has to do with portfolio strategy. This is quite different from business strategy and demands a perceptual shift. This is the first time managers have to ask these questions: Do I have the right collection of businesses? What businesses should be added, subtracted, or changed to position us properly and ensure current and future earnings? Fourth, group managers must become astute about assessing whether they have the right core capabilities. This means avoiding wishful thinking and instead taking a hard, objective look at their range of resources and making a judgment based on analysis and experience. Leadership becomes more holistic at this level. People may master the required skills, but they won’t perform at full leadership capacity if they don’t begin to see themselves as broad-gauged executives. By broad-gauged, we mean that managers need to factor in the complexities of running multiple businesses, thinking in terms of community, industry, government,

Carl Anderson and his colleagues have discussed several advantages and disadvantages of a chain transport of harvest to nests, as in Atta vollenweideri, where the last carriers cover the longest distance.73 The researchers argue that such task partitioning can be expected to enhance the work efficiency of individuals, because workers are more likely to become specialists when deployed sequentially. As a consequence, the colony’s overall rate of resource retrieval should be higher. But again, the empirical data do not entirely support these theoretical considerations. Finally, Jacqueline Röschard and Flavio Roces have proposed a second hypothesis: that the transport chains of Atta vollenweideri accelerate transfer of information about the plant species and food quality of the harvest.74 They argue that the dropping of fragments on the trail allows cutting workers to quickly return to their tasks.

that left him with the deep burn and scar that ran down his face.  He’d hit a semi head on, and the airbag in his car failed to deploy.  The impact had propelled him head first through the windshield and slammed his face into the front grill of the semi.  He’d been in a coma for ten days and when he came to, he learned that Dianna his girlfriend of eight years had dumped him.  They were dark days and he knew Mom was relieved that TL and Pax were there to support him through his rehab and many operations.  The army had taken care of the medical costs, and his

Chuck Rossi, Director of Release Engineering at Facebook, described, “All the code supporting every feature we’re planning to launch over the next six months has already been deployed onto our production servers. All we need to do is turn it on.

Trump’s strongest supporters within the conservative movement came from the network of institutions, spokesmen, and causes that the New Right established during the 1970s. Trump deployed New Right symbols.

To fill this gap in the capital market, Davis and Rock set themselves up as a limited partnership, the same legal structure that had been used by a short-lived rival called Draper, Gaither & Anderson.[18] Rather than identifying startups and then seeking out corporate investors, they began by raising a fund that would render corporate investors unnecessary. As the two active, or “general,” partners, Davis and Rock each seeded the fund with $100,000 of their own capital. Then, ignoring the easy loans to be had from the fashionable SBIC structure, they raised just under $3.2 million from some thirty “limited” partners—rich individuals who served as passive investors.[19] The beauty of this size and structure was that the Davis & Rock partnership now had a war chest seven and a half times larger than an SBIC, and with it the ammunition to supply companies with enough capital to grow aggressively. At the same time, by keeping the number of passive investors under the legal threshold of one hundred, the partnership flew under the regulatory radar, avoiding the restrictions that ensnared the SBICs and Doriot’s ARD.[20] Sidestepping yet another weakness to be found in their competitors, Davis and Rock promised at the outset to liquidate their fund after seven years. The general partners had their own money in the fund, and thus a healthy incentive to invest with caution. At the same time, they could deploy the outside partners’ capital for a limited time only. Their caution would be balanced with deliberate aggression. Indeed, everything about the fund’s design was calculated to support an intelligent but forceful growth mentality. Unlike the SBICs, Davis & Rock raised money purely in the form of equity, not debt. The equity providers—that is, the outside limited partners—knew not to expect dividends, so Davis and Rock were free to invest in ambitious startups that used every dollar of capital to expand their business.[21] As general partners, Davis and Rock were personally incentivized to prioritize expansion: they took their compensation in the form of a 20 percent share of the fund’s capital appreciation. Meanwhile, Rock was at pains to extend this equity mentality to the employees of his portfolio companies. Having witnessed the effect of employee share ownership on the early culture of Fairchild, he believed in awarding managers, scientists, and salesmen with stock and stock options. In sum, everybody in the Davis & Rock orbit—the limited partners, the general partners, the entrepreneurs, their key employees—was compensated in the form of equity.

But of course, both these—liberal multiculturalism and the Islamic resurgence—are not to be seen as separate but two sides of the same coin. While they may portray each other as the adversary/enemy, both equally feed off a vicious cycle of othering. This is perhaps most visible in the common forms of demonization deployed by both Islamofascists and Western anti immigrant racists (us-them, civilized-barbaric, pure-corrupt, more permissive, etc.). But ultimately, this is a false and mystifying conflict, each binary pole generating and presupposing the other. Instead, both sides are to be seen as symptomatic of the antagonisms of today’s (still mostly) Western Dominated global capitalist order. For one thing, several of the “fundamentalist”/“terrorist” groups that the West rails against are in fact Western creations, often initially supported to suit short-term geopolitical interests (e.g., British promotion of the Saudi Wahhabis [after World War I] and Egyptian Muslim Brotherhood [during World War II] as part of a divide-and-rule strategy; US backing of the Taliban to counter the Soviet invasion of Afghanistan in the 1980s; Israeli support of Hamas in the 1980s to undermine the PLO). Moreover, the United States and Europe have a long history of championing totalitarian regimes, especially in the Middle East (Saudi Arabia, the Gulf States, Egypt, Iran under the shah, etc.): it is not implausible, in fact, to suggest that the West is (and has been) invested in these countries remaining undemocratic so that they can be counted on for their geopolitical support, and perhaps especially their oil reserves. Western economic interests thus trump Middle Eastern political well-being, with Islamic religious resurgence as a resulting symptom.

Acquiring additional females of reproductive age has probably always been the most prized outcome of intergroup conflict in the long history of our species... Polygyny was relatively inexpensive for most of that history because acquiring the material ability to support extra wives or mates depended less on first obtaining wealth itself and more on the ability to manipulate male alliances that effectively deployed lethal violence and the threat of lethal violence to this end. Perhaps if we viewed the human ability to harness, control, and prudently deploy violence for reproductive advantage, we could consider this skill the most important of all strategic resources.

The primary purpose of architecture is to support the life cycle of the system. Good architecture makes the system easy to understand, easy to develop, easy to maintain, and easy to deploy.

a good architecture must support: • The use cases and operation of the system. • The maintenance of the system. • The development of the system. • The deployment of the system.

The devil, as Shakespeare wrote, can quote scripture to his purpose, and the historical war over Lincoln and race is a long-running conflict in which scholars and observers deploy quotations from the Lincoln canon to support different arguments—a conflict at once rooted in and reflective of the American experience. “I have only to say, let us discard all this quibbling about this man and the other man—this race and that race and the other race being inferior, and therefore they must be placed in an inferior position,” Lincoln said in Chicago in 1858.

While Hizb made inroads in Nangarhar, it also exploited the rising discontent sweeping through rural areas close to Kabul. Since late 1978 ethnic Hazaras in the rugged central region around Bamiyan had been rising up against the government. The regime responded by forming a Pashtun militia in neighbouring Wardak province to deploy against the rebels. On 4 June 1979—as the communist sergeant was being executed in Nangahrar—a delegation of Pashtuns drove to the district centre of Chak to collect the government-issue weapons they were meant to use against the Hazaras. With thousands of brand new rifles in their possession, the Pashtuns then turned on the government. The double cross had been hatched by a local council of scholars, elders, farmers and labourers who did not claim fealty to any mujahideen party. Later that summer, Hizb made the most of the rebellion, sending one of its commanders to establish a unit of fighters inside Chak. The commander had been living in Peshawar but was from Chak and had known Hekmatyar for nearly a decade. Using the friendships he already enjoyed within the community and the help of former Muslim Youth members, he ensured that Hizb quickly picked up support in and around the district

The not-so-dirty secret is that Greece is doing the EU’s bidding and working tirelessly to monitor, punish, isolate, and violently repress refugees, stopping most of them from entering the continent. Frontex quietly supports it. Greece has constructed a network of detention centers on the Greek islands and initiated illegal pushbacks at border crossings and on the Mediterranean. More than 41,000 migrants since 2020 were illegally pushed back, according to the Turkey’s Ombudsman Institution report in 2022, with Greece deploying a range of technological innovations to deter new arrivals.37 During the opening of Greece’s “closed controlled access center” in Kos in November 2021, two Greek Orthodox priests blessed the facility while EU politicians looked on.

The Innovator’s Paradox states that the more novel or radical an idea, the greater the struggle to gain support for it.

because of American backing for Israel and tolerance of its actions, its supplies of arms and munitions for use against civilians, its coercion of the PLO to leave Beirut and refusal to deal directly with it, and its worthless assurances of protection, the 1982 invasion must be seen as a joint Israeli-US military endeavor—their first war aimed specifically against the Palestinians. The United States thereby stepped into a position similar to that played by Britain in the 1930s, helping to repress the Palestinians by force in the service of Zionist ends. However, the British were the leading party in the 1930s, while in 1982 it was Israel that called the tune, deployed its might, and did the killing, while the United States played an indispensable but supporting role.

is clear that neither countries nor regions can flourish if their cities (innovation ecosystems) are not being continually nourished. Cities have been the engines of economic growth, prosperity and social progress throughout history, and will be essential to the future competitiveness of nations and regions. Today, more than half of the world’s population lives in urban areas, ranging from mid-size cities to megacities, and the number of city dwellers worldwide keeps rising. Many factors that affect the competitiveness of countries and regions – from innovation and education to infrastructure and public administration – are under the purview of cities. The speed and breadth by which cities absorb and deploy technology, supported by agile policy frameworks, will determine their ability to compete in attracting talent. Possessing a superfast broadband, putting into place digital technologies in transportation, energy consumption, waste recycling and so on help make a city more efficient and liveable, and therefore more attractive than others. It is therefore critical that cities and countries around the world focus on ensuring access to and use of the information and communication technologies on which much of the fourth industrial revolution depends. Unfortunately, as the World Economic Forum’s Global Information Technology Report 2015 points out, ICT infrastructures are neither as prevalent nor diffusing as fast as many people believe. “Half of the world’s population does not have mobile phones and 450 million people still live out of reach of a mobile signal. Some 90% of the population of low-income countries and over 60% globally are not online yet. Finally, most mobile phones are of an older generation.”45

Ellis had a history of creating fake movements in support of unpopular corporations and causes. In the 1990s, he had headed a company called Ramhurst, which documents revealed to be a covert public relations arm of R. J. Reynolds, the giant tobacco company. Under his guidance, Ramhurst organized deceptively homegrown-looking “smokers’ rights” protests against proposed regulations and taxes on tobacco. In 1994 alone, R. J. Reynolds funneled $2.6 million to Ramhurst to deploy operatives who mobilized what they called “partisans” to stage protests against the Clinton health-care proposal, which would have imposed a stiff tax on cigarette sales. Anti-health-care rallies that year echoed with cries of “Go back to Russia!” If the outbursts bore a striking resemblance to those against Obama’s health-care proposal fifteen years later, it may be because the same political operatives were involved in both. Two of Ellis’s former top aides at Ramhurst, Doug Goodyear and Tom Synhorst, went on in 1996 to form DCI Group, the public relations firm that was helping Noble foment Tea Party protests against the Affordable Care Act.

PARTNERS IN CRIME HOW THE CLINTONS WENT FROM DEAD BROKE TO FILTHY RICH And the money kept rolling in from every side. —Song from the musical Evita The quotation above refers to the Juan and Evita Peron Foundation, established in 1948 by Evita Peron for the purpose of helping Argentina’s poor. Evita professed to be a champion of the campesinos—the wretched workers who lived in shanties on the outskirts of Buenos Aires—and they trusted Evita. She had, after all, risen up herself from poverty and obscurity. Her fame was the result of her marriage to the general who became the military leader of the country, Juan Peron. Long before the Clintons, Argentina had its own power couple that claimed to do good and ended up doing very well for themselves. There are, obviously, differences between the Clintons and the Perons. Despite her personal popularity, Evita remained an appendage of her husband, seeking but never obtaining political office. At one point, Evita had her eye on an official position, but the political establishment vigorously opposed her, and her husband never supported her in this effort. Hillary, by contrast, was elected senator and now, having deployed her husband on the campaign trail, seeks election to the nation’s highest office previously held by him. The Perons also had a foundation that took in millions of pesos—the equivalent of $200 million—from multiple foreign sources, Argentine businesses, as well as contributions from various individuals and civic groups. With its 14,000 employees, the foundation was better equipped and more influential than many agencies within the Argentinian government. Evita and her cronies were experts at shaking down anyone who wanted something from the government; donations became a kind of tax that opened up access to the Peron administration. Trade unions sent large contributions because they saw Evita and her husband as champions of their cause. In 1950, the government arranged that a portion of all lottery, movie, and casino revenues should go to the foundation. While the foundation made symbolic, highly publicized gestures of helping the poor, in reality only a fraction of the money went to the underprivileged. Most of it seems to have ended up in foreign bank accounts controlled by the Perons, who became hugely wealthy through their public office profiteering. When Evita died in 1954 and the foundation was shut down, Argentines discovered stashes of undistributed food and clothing. No one from the foundation had bothered to give it away, so it sat unused for years. Helping the poor, after all, wasn’t the real reason Evita set up her foundation. No, she had a different set of priorities. Like so many Third World potentates, the Perons used social justice and provision for the poor as a pretext to amass vast wealth for themselves. The Clintons have done the same thing in America; indeed, Hillary may be America’s version of Evita Peron.

A Guide To Easy Secrets In FortiAuthenticator FortiAuthenticator User Management Appliances provide two factor authentication, RADIUS, LDAP and 802.1 X Wireless Authentication, Certificate Management and Fortinet Single Sign On. FortiAuthenticator is compatible with and complements the FortiToken variety of two factor authentication tokens for Secure Remote Access empowering authentication with multiple FortiGate network security appliances and third party apparatus. When an user login is found, the username, IP and group details are entered into the FortiAuthenticator User Identity Management Database and according to the local policy, can be shared with multiple FortiGate devices. For complicated distributed domain name architectures where polling desirable or of domain controllers is just not possible, an option is the FortiAuthenticator SSO Client. FortiAuthenticator is compatible with physical OTP tokens Certification Tokens FortiToken Mobile for IOS and Android and SMS/ e-mail tokens FortiAuthenticator supports the broadest range of tokens potential to suit your user demands with the physical FortiToken 200 e-mail and SMS tokens and the new FortiToken cellular for IOS and Android device FortiAuthenticator has a token for all users. In a large business, for example, FortiAuthenticator SSO Mobility Agent or AD polling may be picked as the principal method for transparent authentication will fallback to the portal for client users or non domain name systems. Consistently polling domain controllers detect user authentication into active directory. FortiAuthenticator removes this overhead by streamlining the bulk deployment of certificates for VPN use in a FortiGate surroundings by automating the risk-free certificate delivery via the SCEP protocol and collaborating with FortiManager for the configuration required. On the FortiToken 300 USB Certification store, certificates can be created and stored for client established certificate VPNs. This secure, pin safe certification store can be use to enhance the security of client VPN connections in conjunction and is not incompatible with FortiClient.

As historian Johanna Fernández writes in a study co-authored with political prisoner Abu-Jamal, “The deployment of hysteria around the issue of crime and the association of crime with black rebellion helped consolidate public support for legislation designed to suppress political dissent.”[18]

At OCDLab a qualified team of developers, dedicatedly working on help desk software & Zendesk support in Los Angeles & California. Our assignments for support span from problem finding to development, deployment and maintenance.

Saddam Hussein was a CIA operative whom the American spy agency deployed in 1959 to kill the ruler of Iraq, Abdul Karim Kassem. When that assassination attempt failed, Saddam entered a CIA protection program in Egypt until his Baath Party, also supported by the CIA, seized power in 1963. At least 5,000 Iraqis, most of them student activists, were executed immediately by the Baathist regime. And so our Iraq War began.

With a typical contract, one party decides what should be done and hands over the design to another party to implement and often to a third party to deploy and support. Although it may be unavoidable, such a contractual approach is far from ideal; it increases costs and decreases flexibility.

In his recent guest editorial, Richard McNally voices skepticism about the National Vietnam Veteran’s Readjustment Study (NVVRS) data reporting that over one-half of those who served in the Vietnam War have posttraumatic stress disorder (PTSD) or subclinical PTSD. Dr McNally is particularly skeptical because only 15% of soldiers served in combat units (1). He writes, “the mystery behind the discrepancy in numbers of those with the disease and of those in combat remains unsolved today” (4, p 815). He talks about bizarre facts and implies many, if not most, cases of PTSD are malingered or iatrogenic. Dr McNally ignores the obvious reality that when people are deployed to a war zone, exposure to trauma is not limited to members of combat units (2,3). At the Operational Trauma and Stress Support Centre of the Canadian Forces in Ottawa, we have assessed over 100 Canadian soldiers, many of whom have never been in combat units, who have experienced a range of horrific traumas and threats in places like Rwanda, Somalia, Bosnia, and Afghanistan. We must inform Dr McNally that, in real world practice, even cooks and clerks are affected when faced with death, genocide, ethnic cleansing, bombs, landmines, snipers, and suicide bombers ... One theory suggests that there is a conscious decision on the part of some individuals to deny trauma and its impact. Another suggests that some individuals may use dissociation or repression to block from consciousness what is quite obvious to those who listen to real-life patients." Cameron, C., & Heber, A. (2006). Re: Troubles in Traumatology, and Debunking Myths about Trauma and Memory/Reply: Troubles in Traumatology and Debunking Myths about Trauma and Memory. Canadian journal of psychiatry, 51(6), 402.

I love you, Harper.” His hands reached up but he only cupped her hips, letting her continue on her journey. She pressed a kiss to the scar across his right deltoid, an old injury from one of his first deployments, then his left collarbone, broken on a training trip to California. Then, moving carefully, she pressed kisses to the new scar still healing on his chest. That one had been too close to taking his life. Thank goodness he had been able to receive medical care as quickly as he did. Cat moved down Harper’s muscled abs and the slim line of black hair there. “I think everything about you is beautiful.” He puffed out a little laugh but she looked up at him with reproach. “I do. Your body is superb, even wounded. It always has been. That’s why I always have to beat the nurses off you.” She flashed him a grin. “Your mind is devious and brilliant, but I love that. The loyalty to your family and your men is humbling.” She stroked a finger over the tattoo that echoed those sentiments on his right pectoral. “Your unfailing courage in the face of everything that has happened is astounding. I know whatever we have to face you will conquer with that same indomitable, dogged, Navy SEAL will. And your heart,” she moved back up his chest to press a kiss to his sternum, “your heart is more loving and willing to try than I ever could have hoped. We’re going to put our family back together,” she promised. Harper stared up at her for several long seconds before he closed his eyes, but not before she’d seen the shine of moisture in their depths. He pulled her down on top of him, burying his face into her neck. “You are every bit the woman you’ve always been, calm and understanding, willing to put up with my shit. And I have to tell you. All of those things you see in me? I wouldn’t be any of them without you. And I mean that. You’ve supported me through everything. You flew across the country to be at my bedside even though you didn’t know the kind of reaction you’d receive. It amazes me that you would take that chance. But I’m so glad you did. I love you, Catherine Marie Preston. I always have.” She flashed a smile at the use of her full name. “And I love you, Harper Broderick Preston. I always will.” They

Realizing he wouldn’t get more soldiers, Schoomaker told his subordinates to squeeze more out of what they had. Each of ten regular Army divisions raised a fourth maneuver brigade, adding ten more deployable BCTs to the pool. Divisions shut down long-established but now extraneous headquarters: the division engineer brigade, the division artillery, the division support command, the MI battalion, and the signal battalion. All of their subordinate battalions and companies got divvied up and assigned to the new BCTs. Short-range air-defense battalions converted to cavalry squadrons—every BCT got one, yet another reflection of the critical importance of finding the enemy in this war. Along with the new cavalry squadrons, brigades cut to two infantry or armor battalions, giving up their old third-maneuver battalions to help create the new BCTs. Inside the heavy battalions, the ones with tanks and Bradleys, the model became two tank and two Bradley companies, plus an armored engineer company, a formidable array. The light battalions (airborne, air assault, and light infantry) also kept four companies: three rifle units and a weapons company. Cold War air defense, heavy artillery, chemical defense, and headquarters went away, cashed in to create the new BCTs.

M113 Family of Vehicles Mission Provide a highly mobile, survivable, and reliable tracked-vehicle platform that is able to keep pace with Abrams- and Bradley-equipped units and that is adaptable to a wide range of current and future battlefield tasks through the integration of specialised mission modules at minimum operational and support cost. Entered Army Service 1960 Description and Specifications After more than four decades, the M113 family of vehicles (FOV) is still in service in the U.S. Army (and in many foreign armies). The original M113 Armoured Personnel Carrier (APC) helped to revolutionise mobile military operations. These vehicles carried 11 soldiers plus a driver and track commander under armour protection across hostile battlefield environments. More importantly, these vehicles were air transportable, air-droppable, and swimmable, allowing planners to incorporate APCs in a much wider range of combat situations, including many "rapid deployment" scenarios. The M113s were so successful that they were quickly identified as the foundation for a family of vehicles. Early derivatives included both command post (M577) and mortar carrier (M106) configurations. Over the years, the M113 FOV has undergone numerous upgrades. In 1964, the M113A1 package replaced the original gasoline engine with a 212 horsepower diesel package, significantly improving survivability by eliminating the possibility of catastrophic loss from fuel tank explosions. Several new derivatives were produced, some based on the armoured M113 chassis (e.g., the M125A1 mortar carrier and M741 "Vulcan" air defence vehicle) and some based on the unarmoured version of the chassis (e.g., the M548 cargo carrier, M667 "Lance" missile carrier, and M730 "Chaparral" missile carrier). In 1979, the A2 package of suspension and cooling enhancements was introduced. Today's M113 fleet includes a mix of these A2 variants, together with other derivatives equipped with the most recent A3 RISE (Reliability Improvements for Selected Equipment) package. The standard RISE package includes an upgraded propulsion system (turbocharged engine and new transmission), greatly improved driver controls (new power brakes and conventional steering controls), external fuel tanks, and 200-amp alternator with four batteries. Additional A3 improvements include incorporation of spall liners and provisions for mounting external armour. The future M113A3 fleet will include a number of vehicles that will have high speed digital networks and data transfer systems. The M113A3 digitisation program includes applying hardware, software, and installation kits and hosting them in the M113 FOV. Current variants: Mechanised Smoke Obscurant System M548A1/A3 Cargo Carrier M577A2/A3 Command Post Carrier M901A1 Improved TOW Vehicle M981 Fire Support Team Vehicle M1059/A3 Smoke Generator Carrier M1064/A3 Mortar Carrier M1068/A3 Standard Integrated Command Post System Carrier OPFOR Surrogate Vehicle (OSV) Manufacturer Anniston Army Depot (Anniston, AL) United Defense, L.P. (Anniston, AL)

Without black youth and their advocates being willing and able to tell their stories, communicate their perspectives, and detail a political agenda that addresses their wants and desires, we are left with silent black bodies of these vulnerable and marginalized young people being deployed to support the very rhetoric that seeks to criminalize, victimize, pathologize, and quarantine them.

SAC created the Headquarters Emergency Relocation Team (HERT), based at the Cornhusker Army Ammunition Plant about 150 miles west of Omaha, a convoy of EMP-hardened command posts mounted on tractor-trailers that would have deployed out into the vast open American West during an attack. Later renamed the Enduring Battle Management Support Center and staffed by the 55th Mobile Command and Control Squadron, the unit’s patch hinted at its Doomsday task: A Grim Reaper sneaking through the night carrying a lightning bolt.

Agility is the ability to move and adjust quickly and easily. It springs from trained and disciplined forces. Agility requires that subordinates act to achieve the commander’s intent and fight through any obstacle to accomplish the mission. (Emphasis in the original) Operational agility stems from the capability to deploy and employ forces across the range of Army operations. Army forces and commanders shift among offensive, defensive, stability, and support operations as circumstances and missions require. This capability is not merely physical; it requires conceptual sophistication and intellectual flexibility. Tactical agility is the ability of a friendly force to react faster than the enemy. It is essential to seizing, retaining, and exploiting the initiative. Agility is mental and physical. Agile commanders quickly comprehend unfamiliar situations, creatively apply doctrine, and make timely decisions.

And do you want to know why? Because you have pride. Not the overconfident, dangerous kind of pride. Not the conceited, we’re better than you kind of pride. No, I’m talking about the pride that comes from knowing you can count on each other—for support, for encouragement, for help, and most importantly, to do the right thing when the right thing is not the easy thing. Every day that we’re forward deployed, each and every one of us is putting our lives in our shipmates’ hands. That takes an incredible amount of trust. As your commanding officer, I want you to know that I do not, and will not, ever take that trust for granted.

After a decade of U.S. wars and surging defense budgets, an expectation of special treatment had taken root in the Navy. Many officers felt they were owed something extra for enduring long deployments at sea and missions to support the fighting in Iraq and Afghanistan. The American people fed such attitudes by placing uniformed personnel on a pedestal, thanking them for their service with discounts and freebies. The further one got from Washington, the easier it became to stretch the norms of acceptable conduct. In Asia, Navy officers pocketed favors they knew would be taboo at home.

Goals, Strategies, and Fundamentals Missions are generally long term in nature. Goals translate missions into practical, quantifiable medium-term objectives that then trigger the search for short-term action plans. Goals can be broadly quantified around three main dimensions: profitability, growth, and sustainability. It is important that boards and executive teams understand the interactions and especially the trade-offs between these three dimensions. It is impossible to pursue all three goals simultaneously, at least in the short term. Boards need to address this major challenge with executives, as, at least in the short term and possibly also in the medium term, these three goals cannot be pursued simultaneously. Executive teams thus face clear trade-offs which they need to recognize and manage. Boards are there to support executives with necessary clarifications on the goals that need to be pursued. Strategies are the action plans that executives deploy following the choice of mission by owners and the selection of goals by the board, in collaboration with the executive team. In case growth is chosen as the goal, for example, typical strategic choices are: build, buy, or ally strategies.14 The selection of a strategy does not depend solely on goals, it also depends on company fundamentals: the type of industry the firm operates in, the client’s ecosystem, suppliers, competitors, regulators, where and how the company generates cash flows, the types of risks the company faces and needs to mitigate against, as well as the company’s ability to raise financing. Examples are presented illustrating how strategies are selected by examining cash flow generating opportunities.

The first principle of moral psychology is Intuitions come first, strategic reasoning second. To demonstrate the strategic functions of moral reasoning, I reviewed five areas of research showing that moral thinking is more like a politician searching for votes than a scientist searching for truth: • We are obsessively concerned about what others think of us, although much of the concern is unconscious and invisible to us. • Conscious reasoning functions like a press secretary who automatically justifies any position taken by the president. • With the help of our press secretary, we are able to lie and cheat often, and then cover it up so effectively that we convince even ourselves. • Reasoning can take us to almost any conclusion we want to reach, because we ask “Can I believe it?” when we want to believe something, but “Must I believe it?” when we don’t want to believe. The answer is almost always yes to the first question and no to the second. • In moral and political matters we are often groupish, rather than selfish. We deploy our reasoning skills to support our team, and to demonstrate commitment to our team.

Metrics are a common adjunct to the deployment pipeline in incremental change environments. If teams use this effort as a proof-of-concept, developers should gather appropriate metrics for both before and after scenarios. Gathering concrete data is the best way to for developers to vet the approach; remember the adage that demonstration defeats discussion.

2011, I led the Department of Energy’s Quadrennial Technology Review to develop strategies for government support of emerging clean energy technologies. In one town hall meeting, I faced advocates for four different vehicle technologies—internal combustion engines powered by biofuels, compressed natural gas, hydrogen-powered fuel cells, and battery-powered plug-ins. Each of them believed that their technology was the optimal vision for the future, and that all the government had to do was support the development of the appropriate fueling infrastructure. When I reminded them that the country could probably deploy no more than two new fueling technologies at scale, a squabble ensued. There are several reasons I believe that electricity will fuel the passenger vehicles of the future, but one of them is that the existing electrical grid is a good start on the fueling infrastructure. If a widespread transition to plug-in electric cars does come about, systems thinking will be even more important as the electrical and transportation systems would have to work together to accommodate charging millions of vehicles.

Every new product—from software to widgets—goes through a cycle that begins with basic research, then applied research, then incubation, then development, then testing, then manufacturing, then deployment, then support, then continuation engineering in order to add improvements.

Cloud Service Any service made available to users on demand via the Internet from a cloud computing provider's servers rather than from a company's own on-premises servers is referred to as a cloud service. Cloud services are managed by a cloud services provider and are designed to enable easy, scalable access to applications, resources, and services. CLOUD SERVICES ARE SCALABLE AND DYNAMIC. A cloud service may dynamically scale to meet the needs of its customers, and because the service provider provides all of the necessary hardware and software, a corporation does not need to provision or deploy its own resources or dedicate IT people to operate the service. Online data storage and backup solutions, Web-based e-mail services, hosted office suites and document collaboration services, database processing, managed technical support services, and more are all examples of cloud services.

Rather than return to home ports on the West Coast, American battleships and aircraft carriers, along with escorting cruisers, destroyers, and support ships, stayed in Hawaiian waters, mostly mooring within the confines of Pearl Harbor when not at sea. Former assistant secretary of the Navy Franklin Roosevelt, now president of the United States, ordered the move as a show of force to Japan, signaling that America would not condone its further aggression in the western Pacific. The results were not encouraging. Japan did not so much as pause in its drive into China. Almost everyone else, from the commander in chief of the US Fleet, Admiral James O. Richardson, down to the greenest seaman on the Arizona, thought the Hawaiian deployment was a bad idea.

The infrastructure that supports our continuous integration and continuous deployment processes also presents a new surface area vulnerable to attack. For instance, if someone compromises the servers running the deployment pipeline that has the credentials for our version control system, it could enable someone to steal source code. Worse, if the deployment pipeline has write access, an attacker could also inject malicious changes into our version control repository and, therefore, inject malicious changes into our application and services.

A TikTok clone app script is a pre-built software solution that allows you to create a short-form video sharing app that is similar to TikTok in terms of features and functionality. TikTok clone scripts are typically much less expensive than developing a custom app from scratch, and they can be deployed quickly, allowing you to launch your video sharing app in a short amount of time. TikTok clone scripts are highly customizable, allowing you to tailor the platform to your specific needs. For example, you can change the branding of the app, add or remove features, and integrate your own monetization strategies. Here are some of the key features that you should look for in a TikTok clone app script: • Video recording and editing: The script should allow users to record and edit short-form videos. Editing features should include trimming, cropping, adding music and effects, and more. • Social features: The script should include social features such as following other users, liking and commenting on videos, and creating and participating in challenges. • Content moderation: The script should have robust content moderation systems in place to prevent the spread of harmful or offensive content. • Monetization options: The script should support a variety of monetization options, such as in-app advertising, subscription fees, and virtual goods. Once you have chosen a TikTok clone app script, you will need to work with a development team to customize the script and deploy your app. The development team will also help you to set up your monetization strategies and launch your app on the App Store and Google Play.

While he has not written about bullshit directly, the sociologist of science Bruno Latour has had a formative effect on our thinking about how people bullshit their audiences. Latour looks at the power dynamics between an author and a reader. In Latour’s worldview, a primary objective of nonfiction authors is to appear authoritative. One good way to do this is to be correct, but that is neither necessary nor sufficient. Correct or not, an author can adopt a number of tactics to make her claims unassailable by her readers—who in turn strive not to be duped. For example, the author can line up a phalanx of allies by citing other writers who support her point, or whose work she builds upon. If you question me, she implies, you have to question all of us. She can also deploy sophisticated jargon. Jargon may facilitate technical communication within a field, but it also serves to exclude those who have not been initiated into the inner circle of a discipline.

This was the country impoverished by British conquest. The India that succumbed to British rule enjoyed an enormous financial surplus, deployed a skilled artisan class, exported high-quality goods in great global demand, disposed of plenty of arable land, had a thriving agricultural base, and supported some 100 to 150 million without either poverty or landlessness. All of this was destroyed by British rule. As Wilson points out: ‘In 1750, Indians had a similar standard of living to people in Britain. Now, average Indian incomes are barely a tenth of the British level in terms of real purchasing power. It is no coincidence that 200 years of British rule occurred in the intervening time.

AT 3:00 P.M. SHARP on August 23, 2012, Colonel Edgar escorted the two men into Mattis’s office on MacDill Air Force Base in Tampa. The sixty-one-year-old general was an intimidating figure in person: muscular and broad shouldered, with dark circles under his eyes that suggested a man who didn’t bother much with sleep. His office was decorated with the mementos of a long military career. Amid the flags, plaques, and coins, Shoemaker’s eyes rested briefly on a set of magnificent swords displayed in a glass cabinet. As they sat down in a wood-paneled conference room off to one side of the office, Mattis cut to the chase: “Guys, I’ve been trying to get this thing deployed for a year now. What’s going on?” Shoemaker had gone over everything again with Gutierrez and felt confident he was on solid ground. He spoke first, giving a brief overview of the issues raised by an in-theater test of the Theranos technology. Gutierrez took over from there and told the general his army colleague was correct in his interpretation of the law: the Theranos device was very much subject to regulation by the FDA. And since the agency hadn’t yet reviewed and approved it for commercial use, it could only be tested on human subjects under strict conditions set by an institutional review board. One of those conditions was that the test subjects give their informed consent—something that was notoriously hard to obtain in a war zone. Mattis was reluctant to give up. He wanted to know if they could suggest a way forward. As he’d put it to Elizabeth in an email a few months earlier, he was convinced her invention would be “a game-changer” for his men. Gutierrez and Shoemaker proposed a solution: a “limited objective experiment” using leftover de-identified blood samples from soldiers. It would obviate the need to obtain informed consent and it was the only type of study that could be put together as quickly as Mattis seemed to want to proceed. They agreed to pursue that course of action. Fifteen minutes after they’d walked in, Shoemaker and Gutierrez shook Mattis’s hand and walked out. Shoemaker was immensely relieved. All in all, Mattis had been gruff but reasonable and a workable compromise had been reached. The limited experiment agreed upon fell short of the more ambitious live field trial Mattis had had in mind. Theranos’s blood tests would not be used to inform the treatment of wounded soldiers. They would only be performed on leftover samples after the fact to see if their results matched the army’s regular testing methods. But it was something. Earlier in his career, Shoemaker had spent five years overseeing the development of diagnostic tests for biological threat agents and he would have given his left arm to get access to anonymized samples from service members in theater. The data generated from such testing could be very useful in supporting applications to the FDA. Yet, over the ensuing months, Theranos inexplicably failed to take advantage of the opportunity it was given. When General Mattis retired from the military in March 2013, the study using leftover de-identified samples hadn’t begun. When Colonel Edgar took on a new assignment as commander of the Army Medical Research Institute of Infectious Diseases a few months later, it still hadn’t started. Theranos just couldn’t seem to get its act together. In July 2013, Lieutenant Colonel Shoemaker retired from the army. At his farewell ceremony, his Fort Detrick colleagues presented him with a “certificate of survival” for having the courage to stand up to Mattis in person and emerging from the encounter alive. They also gave him a T-shirt with the question, “What do you do after surviving a briefing with a 4 star?” written on the front. The answer could be found on the back: “Retire and sail off into the sunset.

Commit to Priorities Set the appropriate cadence for your OKR cycle. I recommend dual tracking, with quarterly OKRs (for shorter-term goals) and annual OKRs (keyed to longer-term strategies) deployed in parallel. To work out implementation kinks and strengthen leaders’ commitment, phase in your rollout of OKRs with upper management first. Allow the process to gain momentum before enlisting individual contributors to join in. Designate an OKR shepherd to make sure that every individual devotes the time each cycle to choosing what matters most. Commit to three to five top objectives—what you need to achieve—per cycle. Too many OKRs dilute and scatter people’s efforts. Expand your effective capacity by deciding what not to do, and discard, defer, or deemphasize accordingly. In choosing OKRs, look for objectives with the most leverage for outstanding performance. Find the raw material for top-line OKRs in the organization’s mission statement, strategic plan, or a broad theme chosen by leadership. To emphasize a departmental objective and enlist lateral support, elevate it to a company OKR.

In some ways, the Saudi response to Iran has followed its long-established security policies; spend billions of dollars on advanced weapons and turn to traditional partners for support. In 2019, Riyadh made the first payments on an estimated $15 billion contract for Lockheed Martin’s Terminal High Altitude Area Defense (THAAD) air defense system. That summer, Saudi Arabia reopened the Prince Sultan Air Base for the deployment of US aircraft, air defense missile batteries, and several thousand soldiers and airmen. Yet in other ways the Saudi response under King Salman and Mohammed bin Salman has been unconventional and may become even more so. Launching an independent air campaign in Yemen or investing seriously in a domestic defense industry were new approaches. Most worryingly, as the former head of Israel’s National Security Council Yaakov Amidor warned—a nuclear armed Iran would not only surround Israel with a “ring of fire,” it would very likely drive Turkey and Saudi Arabia to seek their own nuclear weapons.

On the other hand, for Bitcoin to incentivize a self-selecting group of global volunteers, known as miners, to deploy capital into the mining machines that validate and secure bitcoin transactions, there needs to be a native asset that can be paid out to the miners for their work. The native asset builds out support for the service from the bottom up in a truly decentralized manner.

Amidst the many and varied emotions that we as humans endure the human imagination fuses with the realities of outer space for a new born planet to emergence that catapults a message of dire warnings to us, a cataclysmic finale for the planet earth that has fallen prey to human arrogance and greed. The events of this story play themselves out in NASA when its spacecraft disappear, one after the other, and in the moments of hopelessness and expectation and the glances of disappear from the eyes of the world, and the feelings of the families. It is here that three of the best of the best that NASA has to offer, hero astronauts, are deployed to solve the riddle. David, a pompous man if ever there was one, a man who has never been able to hold onto a woman in a serious relationship, least of all the last two women he was involved with. Jack, the consummate womaniser who can’t get enough of his relationships with woman, while his dutiful wife Suzie remains at home, seething with pain for his many treacheries. Finally there is Tony, the kind of heart, and his angelic wife Angela and their tragic infant son Cody, the apple of their eye, a handsome boy and smart suffering from an incurable disease that is on the verge of killing him. With all of that they love and support him and find time to do good deeds for all, garnering the respect and love of all. As the astronauts arrive in the designated spot in space where the previous missions disappeared, they almost collide with a semi-invisible planet from legend, dragging them towards it with all their attempts to flee. They see within it things that go beyond the wildest dreams of mortal man till they thought they’d died and gone to heaven. Then they realise that this planet is besotted with many dark and ancient secrets relating to the Pharaohs, as they also learn that the planets responds only to human emotion. Upon their return to earth the great surprise involving Cody takes place, and in the moment of farewell this mysterious planet sends a definite and resounding message to earth and all who reside on it. The surprises don’t end there, till we return a second time to this planet to discover even more of its secrets… The only remaining question then is, will the inhabitants of this world reveal them?

AppWebStudios comes with a repertoire of solutions; right from mobile app development to web designing to state-of-the-art eCommerce solutions, cloud computing services, software deployment, payment-gateway-development, and online troubleshooting support and what not! The company strides ahead owing with an agile approach; after all, AppWebStudios belongs to an industry that is currently undergoing a phenomenal technological evolution.

IA initiatives have to be sponsored by the highest level of management in the company (i.e., its C-levels). Management is supported by a documented vision (strategic objectives of the transformation), business case (estimating the benefits and costs of the project), and a high-level roadmap (key milestones of the implementation for the coming 1 to 3 years). The design of the program is a top-down exercise, while the implementation is a bottom-up one (e.g., it starts with the deployment of a pilot).

All this is merely internal Labour Party politics of course. And Labour Party politics in opposition at that. The real power of the state, as opposed to the skirmishing line of the establishment which is the Labour right, will be deployed later. We have not yet even seen the forces that were deployed to stop Scotland voting Yes in the referendum. There has been no public statement by the banks and the bosses of the supermarkets, no speech by the Governor of the Bank of England, no moment when the politically neutral Queen ‘lets her views be known’~all of which happened during the referendum campaign. Nor, since a Corbyn led Labour Party is still a long way from government, has there been the kind of moment where the governor of the Bank of England tells a Labour prime minister to dump his economic policy, as Lord Cromer instructed Harold Wilson in the 1960s, or where the IMF imposes austerity, as it did on an all too willing Denis Healy in the late 1976s. Anyone who wants an analysis of how this will all work can still do no better than read two books by Ralph Miliband, Parliamentary Socialism and The State in Capitalist Society. Or to read how the left wing rapture for former Nye Bevan supporter Harold Wilson turned to despair there is no better account than the one written by Paul Foot. For a contemporary example of the same disastrous process we need look no further than the defenestration of Tsipris’ Syriza in Greece. These are endgames, not the immediate prospect of the coming months. But they should warn us that we need to prepare alternatives now and not allow the excitement of current advance to blind us to the real dangers ahead. They should also serve to warn us that if we are to avoid these dangers it will be mass movements and political organisations outside the Labour Party which will play a decisive role.

The nineteenth century supported this differentiation with two popular though seemingly inconsistent propositions; women already have all the power they can use, and outside the home, women are ill-equipped to exercise any power at all. [...] In fact, Victorian ideologues did not scruple to deploy both arguments together; they merged into one, just as they merged in men’s unconscious into the covert but very real fear of woman. In their anxiety over the transformations haunting their century, men — and women — regressed to primitive, childlike ways of seeing the mother, the source of nourishment, as the source of mortal perils as well.

As vanguard of the invasion, the cavalry’s mission was to reconnoiter the position of the Belgian and French armies, to watch out for British landings, and to screen the German deployment against similar enemy reconnaissance. On the first day the duty of the advance squadrons, supported by infantry brought up in automobiles, was to seize the crossings of the Meuse before the bridges were destroyed and capture farms and villages as sources of food and forage. At Warsage, just inside the frontier, M. Flechet, the Burgomaster of seventy-two, wearing his scarf of office, stood in the village square as the horsemen clattered over the cobblestones of the Belgian pavé. Riding up, the squadron’s officer with a polite smile handed him a printed proclamation which expressed Germany’s “regret” at being “compelled by necessity” to enter Belgium. Though wishing to avoid combat, it said, “We must have a free road. Destruction of bridges, tunnels and railroads will be regarded as hostile acts.” In village squares all along the border from Holland to Luxembourg the Uhlans scattered the proclamations, hauled down the Belgian flag from the town halls, raised the black eagle of the German Empire, and moved on, confident in the assurance given them by their commanders that the Belgians would not fight.

Matiyas is the one-stop solution for complete digital transformation. We are a highly promising ERP solution provider for business automation. We are providing world-class solutions to the small and medium scale business. Our consulting and technical expertise provides you with bespoke solutions to business concerns. Our customized enterprise resource planning assures you that there is an optimum deployment of resources which can be monitored on a real-time basis. As digital experts, we provide our esteemed corporate clientele with deep technical insights and the ability to align with the unique needs of modern businesses to achieve industry-specific goals. We offer top-notch digital solutions to Oman startups, SMEs, and established enterprises at a reasonable rate. Our customized solutions can be useful for all major industry verticals including healthcare, manufacturing, oil & gas, services, retail and distribution, trading, non-profit, and public sector. Our scalable ERP solutions are customizable to meet diverse and ever-changing business needs. Our Services: Business Consulting, Implementation, Customization, Configuration, Integration, Localization, Backup, Upgrade, Migration, Hosting, Training & Support. Our Offices: India, Oman, Kuwait, Canada, UAE, Armenia Our Digital Solutions: Inventory Management, Procurement Management, Selling Management, Production Management, EPC Software, Retail POS Management, Manufacturing Management, Project Management, Customer Relationship Management, Accounting & Finance Management, Human Capital Management, Assets Management, Quality Management, Ecommerce, Website, Hospital Management Information System HMIS, Education Management and many more…

DevOps practices can be made compatible with ITIL process. However, to support the shorter lead times and higher deployment frequencies associated with DevOps, many areas of the ITIL processes become fully automated, solving many problems associated with the configuration and release management processes (e.g., keeping the configuration management database and definitive software libraries up to date).

services need to support rolling upgrades, where a new version of a service is gradually deployed to a few nodes at a time, rather than deploying to all nodes simultaneously. Rolling upgrades allow new versions of a service to be released

Your company must have a real-world strategic plan that carefully considers the reality of your competitive marketplace. With that plan in place, each department within the organization should have a well-coordinated strategic plan and tactics to support the company’s über-goal. Everything you do should be designed to deploy and advance that strategy.

Thomas Edison had to invent much more than the electric light. As do all innovators of new technologies, he faced the larger problem of developing and deploying the infrastructure required to support his inventions. Behind the steam engine, a network of mines and distribution systems supplied coal for its operation. Local generating plants and networks of underground pipes sustained gas lighting. When Edison planned his direct-current system of electric lighting, not wanting to run wires as thick as a man’s leg, he envisioned neighborhood-scale generating stations—steam engines turning direct-current generators—modeling his system on the gas-lighting system and even running his wiring, like gas, in pipes underground.

The goal is for your architecture to support the ability of teams to get their work done—from design through to deployment—without requiring high-bandwidth communication between teams.

...decision makers should realize that even with rational models and established parameters, situations will arise that may compel the United States to participate in peace operations. Humanitarian issues may seem compelling; domestic political pressures and pressures from allies may develop; and a range of foreign and domestic policy issues may require response, even if important U.S. security interests are not at stake directly. Military strategist and planners should be aware, also, that in a democratic society and an interdependent world, sometime decisions will be made outside established parameters for interventions. That makes the development of a strategy and the establishment of criteria all the more important, although planning for such events is necessarily less predictable and necessarily of lower priority. The systematic ability to analyze both the significance for national security and the immediate rationale for involvement may permit policy makers to withstand pressures if the consequences might be negative, or set limits that reduce potential harm. The...debate...about U.S. involvement in the former Yugoslavia is a microcosm of the varied and conflicting pressures that may arise. Some combination of assessment of national interest weighed against risk has militated against any commitment of ground troops while hostilities continue. Yet the importance of protecting allies may cause the policy to bend somewhat before the war ends, and the United States may become involved in an operation on a scale that may have been unnecessary if a strategy and the organization of national assets to support it had been available to prevent the crisis in the first place. Traditionally, peace operations, especially peacekeeping, were viewed as operations that came at the tail end of conflict. There will continue to be a need for peace operations to assist in bringing about and guaranteeing peace. However, the value of peace operations in dealing with precursor instabilities - to prevent, contain, or ameliorate incipient conflicts -- must be considered also. In this sense, peace operations are investments. Properly conducted by forces that have planned, prepared and trained for them within the proper strategic framework, peace operations may well preclude the need to deploy larger forces at substantial costs in both blood and treasure later.

In this world, anything is possible. The United States might win a future war relying solely on air power for the first time in history, with no American or local ground forces involved and no meaningful threat of their deployment. That possibility cannot be excluded. The Rumsfeld vision of military transformation, however, does not pursue that as a possibility: it relies on it as a certainty. By focusing all of America's defense resources on the single medium of air power, Rumsfeld is betting America's future security on the conviction that the U.S. armed forces will be able to do every time what no military to date has ever been able to do. In doing so, he is greatly simplifying the task of those preparing to fight the United States by presenting them with only one threat to defeat. A sound program of military transformation would proceed in exactly the opposite way. It would recognize the value of America's technological advantage in the area of PGMs. It would continue to enlarge and enhance them, much as Rumsfeld currently proposes. But it would not do so at the expense of the unique capabilities that ground forces bring to bear. It would focus, instead, on developing the capabilities provided by air power. Ground forces can seize and hold terrain, separate hostile groups, and comb through urban with infinitely greater precision and distinction between combatant and non-combatant that can air power. They can present the enemy with unacceptable situations simply by occupying a given piece of land, forcing the enemy to take actions that reveal intentions and expose the enemy to destruction. And it goes without saying that only ground forces can execute the peacemaking, peacekeeping, and reconstruction activities that have been essential to success in most of the wars America has fought in the past hundred years. Above all, the United States must avoid the search for "efficiency" in military affairs. Redundancy is inherently a virtue in war. America's leaders should intentionally design systems with overlapping capabilities, spread across the services, and should intentionally support weapons that do not directly contribute to the overarching vision of war that they are pursuing. America should continue to try to build armed forces that are the best in every category and have the latent capabilities to meet challenges that cannot now even be imagined.

aim is to make the delivery of software from the hands of developers into production a reliable, predictable, visible, and largely automated process with well-understood, quantifiable risks. Using the approach that we describe in this book, it is possible to go from having an idea to delivering working code that implements it into production in a matter of minutes or hours, while at the same time improving the quality of the software thus delivered. The vast majority of the cost associated with delivering successful software is incurred after the first release. This is the cost of support, maintenance, adding new features, and fixing defects. This is especially true of software delivered via iterative processes, where the first release contains the minimum amount of functionality providing value to the customer. Hence the title of this book, Continuous Delivery, which is taken from the first principle of the Agile Manifesto: “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software

Traditionally, companies restructure their businesses periodically to cut costs, primarily through mass layoffs and closures. Perpetual restructuring is a more gradual, moderate, and humbler approach. Instead of slashing costs dramatically all at once, keep your fixed costs steady while growing sales year over year. Operate more efficiently, doing just a bit more each year with roughly the same resources you used the previous year. To achieve those efficiency gains, deploy a variety of smaller restructuring programs that support ongoing process-improvement initiatives. Push to get a bit better—more efficient, more effective, more innovative—each year. Over time, as your business grows, deliver part of the added profits to investors, but set aside a portion to fund additional investments in R&D, geographic expansion, process improvement, sales coverage, and strategic portfolio management (acquisitions, mergers, and divestitures).

India's Best Highway Infrastructure: Forging a New Era of Connectivity India's vast network of highways, spanning thousands of kilometers, is more than just an intricate system of roads. It serves as the lifeline of the nation, linking financial hubs, cultural landmarks, and strategic regions. This expansive infrastructure plays a vital role in driving the growth of a rapidly evolving country. Turning Challenges into Opportunities While India’s highway infrastructure has seen remarkable progress, it still faces hurdles such as congestion, road safety concerns, and maintenance gaps. Innovative Highway Builders view these challenges as stepping stones to success. Through advanced technologies and sustainable construction techniques, the company is redefining highway development, transforming obstacles into opportunities for progress. Remarkable Achievements Completion of a 124.52-kilometer six-lane expressway Expansion of 750 kilometers of roadways Development of 84.725 kilometers of new highways Construction of three major bridges and 30 minor bridges Completion of seven flyovers and seven railway overpasses Installation of noise barriers over 3.08 kilometers Deployment of street lighting across 44.68 kilometers Total project investment: ₹3,244 crore Concession period: 24 years Innovative Highway Builders: Redefining Excellence Pioneering a New Era of Infrastructure Innovative Highway Builders is at the forefront of India’s road-building revolution. For them, highways are more than just paths—they symbolize connectivity and progress. From high-tech expressways to eco-friendly overpasses, their projects reflect precision engineering, meticulous planning, and an unwavering commitment to sustainability. Uncompromising Quality and Timeliness Every project undertaken by Innovative Highway Builders is rooted in the pursuit of excellence. With a skilled workforce and strict quality control protocols, they ensure projects are completed on time, with minimal disruption, meeting the growing demands of India’s transportation needs. Community Engagement and Environmental Stewardship Recognizing the importance of community collaboration, Innovative Highway Builders actively address local concerns and minimize environmental impacts. By integrating sustainable practices at every stage of construction, they ensure India’s highways remain valuable assets for both current and future generations. India’s Highway Triumphs: Milestones of Progress Iconic Expressways and Engineering Feats From the iconic Golden Quadrilateral to the cutting-edge Eastern Peripheral Expressway, India’s highways stand as testaments to remarkable engineering. Innovative Highway Builders takes pride in contributing to these transformative projects, bolstering the country’s legacy of connectivity and growth. Empowering Communities and Driving Economic Growth India’s highways do more than connect places—they drive economic progress, enhance trade, create jobs, and improve living standards. Innovative Highway Builders is dedicated to building infrastructure that empowers communities and supports businesses, reinforcing the critical role highways play in national development.