Logistics Day Quotes

The logistics of breaking you are easy. The only question is when.” “Right. If you could do it, you would have done it already.” “Maybe you entertain me.” He says with supreme confidence as if he’s in control of the situation. "Like a monkey with an attitude and a pair of scissors.

As well, they used their B-52 bombers to drop thousands of tons of bombs which included napalm and cluster bombs. In a particularly vile attack, they used poisonous chemicals on our base regions of Xuyen Moc, the Minh Dam and the Nui Thi Vai mountains. They sprayed their defoliants over jungle, and productive farmland alike. They even bull-dozed bare, both sides along the communication routes and more than a kilometre into the jungle adjacent to our base areas. This caused the Ba Ria-Long Khanh Province Unit to send out a directive to D445 and D440 Battalions that as of 01/November/1969, the rations of both battalions would be set at 27 litres of rice per man per month when on operations. And 25 litres when in base or training. So it was that as the American forces withdrew, their arms and lavish base facilities were transferred across to the RVN. The the forces of the South Vietnamese Government were with thereby more resources but this also created any severe maintenance, logistic and training problems. The Australian Army felt that a complete Australian withdrawal was desirable with the departure of the Task Force (1ATF), but the conservative government of Australia thought that there were political advantages in keeping a small force in south Vietnam. Before his election, in 1964, Johnston used a line which promised peace, but also had a policy of war. The very same tactic was used by Nixon. Nixon had as early as 1950 called for direction intervention by American Forces which were to be on the side of the French colonialists. The defoliants were sprayed upon several millions of hectares, and it can best be described as virtual biocide. According to the figure from the Americans themselves, between the years of 1965 to 1973, ten million Vietnamese people were forced to leave their villages ad move to cities because of what the Americans and their allies had done. The Americans intensified the bombing of whole regions of Laos which were controlled by Lao patriotic forces. They used up to six hundred sorties per day with many types of aircraft including B52s. On 07/January/1979, the Vietnamese Army using Russian built T-54 and T-59 tanks, assisted by some Cambodian patriots liberated Phnom Penh while the Pol Pot Government and its agencies fled into the jungle. A new government under Hun Sen was installed and the Khmer Rouge’s navy was sunk nine days later in a battle with the Vietnamese Navy which resulted in twenty-two Kampuchean ships being sunk.

Much of life, fatherhood included, is the story of knowledge acquired too late: if only I’d known then what I know now, how much smarter, abler, stronger, I would have been. But nothing really prepares you for kids, for the swells of emotion that roll through your chest like the rumble of boulders tumbling downhill, nor for the all-enveloping labor of it, the sheer mulish endurance you need for the six or seven hundred discrete tasks that have to be done each and every day. Such a small person! Not much bigger than a loaf of bread at first, yet it takes so much to keep the whole enterprise going. Logistics, skills, materiel; the only way we really learn is by figuring it out as we go along, and even then it changes on us every day, so we’re always improvising, which is a fancy way of saying that we’re doing things we technically don’t know how to do.

Everything I had to give went to my children, and though I loved them and my husband utterly, the drudgery of the day-to-day made it seem as if not love but coffee, my Toyota and sheer logistics were what propelled me through life.

In the distant past, in what might be described as the Golden Days of War, the business of wreaking havoc on your neighbours (these being the only people you could logistically expect to wreak havoc upon) was uncomplicated. You—the King—pointed at the next-door country and said, “I want me one of those!” Your vassals—stalwart fellows selected for heft and musculature rather than brain—said, “Yes, my liege,” or sometimes, “What’s in it for me?” but broadly speaking they rode off and burned, pillaged, slaughtered and hacked until either you were richer by a few hundred square miles of forest and farmland, or you were rudely arrested by heathens from the other side who wanted a word in your shell-like ear about cross-border aggression. It was a personal thing, and there was little doubt about who was responsible for kicking it off, because that person was to be found in the nicest room of a big stone house wearing a very expensive hat.

everybody was terribly distracted by the seemingly unending, white-hot, existential, logistical, mostly mundane troubles of their own day-to-day lives.

If our lives are there, in the future, already mapped then who writes them? Because if the future is set, then someone must plan that future, and with seven billion people in the world, that’s impossible. The logistics alone rule it out.” “You think we’re governed by chance, then.” “I’m convinced of it.” “I want to believe that. Because if we’re not ruled by chance, then Cal was always going to die on that day and he was born with a terrible future.

Word from the outside, whether it arrived in a mail sack or a news report, seldom overshadowed the facts of our lives. We talked in facts -- work and weather, the logistics of this fence, that field -- but stories were how we spoke. A good story rose to the surface of a conversation like heavy cream, a thing to be savored and served artfully. Stored in dry wit, wrapped in dark humor, tied together with strings of anecdote, these stories told the chronology of a family, the history of a piece of land, the hardships of a certain year or a span of years, a series of events that led without pause to the present. If the stories were recent, they filtered through the door to my room late at night, voices hushed around the kitchen table as they sorted out this day and held it against others, their laughter sharp and sad and slow to come. Time was the key. Remember the time...and something in the air caught like a whisper. Back when. Back before a summer too fresh and real to talk about, a year's work stripped in a twenty-minute hailstorm; a man's right hand mangled in the belts of a combine, first day of harvest; an only son buried alive in a grain bin, suffocated in a red avalanche of wheat.

When I buy Finnegans Wake by James Joyce, the acquisitive part of me is buying it for the deluded part of me that thinks I’ll read it one day, while the archivist part of me keeps it on a shelf with all the other books I haven’t read, so that one day it can present a logistical problem to those who survive me.

The second phase is guerilla warfare, when insurgents fight the state, but do so through harassment and attacks on the current government’s communications and logistics. The objective is not to win territory, but to weaken the enemy while consolidating the support of the population behind the revolutionary’s cause.

Part of what kept him standing in the restive group of men awaiting authorization to enter the airport was a kind of paralysis that resulted from Sylvanshine’s reflecting on the logistics of getting to the Peoria 047 REC—the issue of whether the REC sent a van for transfers or whether Sylvanshine would have to take a cab from the little airport had not been conclusively resolved—and then how to arrive and check in and where to store his three bags while he checked in and filled out his arrival and Post-code payroll and withholding forms and orientational materials then somehow get directions and proceed to the apartment that Systems had rented for him at government rates and get there in time to find someplace to eat that was either in walking distance or would require getting another cab—except the telephone in the alleged apartment wasn’t connected yet and he considered the prospects of being able to hail a cab from outside an apartment complex were at best iffy, and if he told the original cab he’d taken to the apartment to wait for him, there would be difficulties because how exactly would he reassure the cabbie that he really was coming right back out after dropping his bags and doing a quick spot check of the apartment’s condition and suitability instead of it being a ruse designed to defraud the driver of his fare, Sylvanshine ducking out the back of the Angler’s Cove apartment complex or even conceivably barricading himself in the apartment and not responding to the driver’s knock, or his ring if the apartment had a doorbell, which his and Reynolds’s current apartment in Martinsburg most assuredly did not, or the driver’s queries/threats through the apartment door, a scam that resided in Claude Sylvanshine’s awareness only because a number of independent Philadelphia commercial carriage operators had proposed heavy Schedule C losses under the proviso ‘Losses Through Theft of Service’ and detailed this type of scam as prevalent on the poorly typed or sometimes even handwritten attachments required to explain unusual or specific C-deductions like this, whereas were Sylvanshine to pay the fare and the tip and perhaps even a certain amount in advance on account so as to help assure the driver of his honorable intentions re the second leg of the sojourn there was no tangible guarantee that the average taxi driver—a cynical and ethically marginal species, hustlers, as even their smudged returns’ very low tip-income-vs.-number-of-fares-in-an-average-shift ratios in Philly had indicated—wouldn’t simply speed away with Sylvanshine’s money, creating enormous hassles in terms of filling out the internal forms for getting a percentage of his travel per diem reimbursed and also leaving Sylvanshine alone, famished (he was unable to eat before travel), phoneless, devoid of Reynolds’s counsel and logistical savvy in the sterile new unfurnished apartment, his stomach roiling in on itself in such a way that it would be all Sylvanshine could do to unpack in any kind of half-organized fashion and get to sleep on the nylon travel pallet on the unfinished floor in the possible presence of exotic Midwest bugs, to say nothing of putting in the hour of CPA exam review he’d promised himself this morning when he’d overslept slightly and then encountered last-minute packing problems that had canceled out the firmly scheduled hour of morning CPA review before one of the unmarked Systems vans arrived to take him and his bags out through Harpers Ferry and Ball’s Bluff to the airport, to say even less about any kind of systematic organization and mastery of the voluminous Post, Duty, Personnel, and Systems Protocols materials he should be receiving promptly after check-in and forms processing at the Post, which any reasonable Personnel Director would expect a new examiner to have thoroughly internalized before reporting for the first actual day interacting with REC examiners, and which there was no way in any real world that Sylvanshine could expect

But I hope that with every milestone you achieve, you take the time to appreciate it. Don't let future goals get in the way of enjoying present happiness. Teenage Charlotte spent too many days dwelling over things she couldn't control. Don't let the stress of college exams, jobs or relationships ruin your ability to experience life to the fullest. Hold on to every moment. Be present. Take it all in, second by second, untainted by plans and logistics. Treasure the now forever, because in the blink of an eye, it'll be gone. And on that same note, don't let the past dampen your present. Don't let fear or anger stop you from what you truly want. Let go of the past and stop waiting for the future.

And yet there was something there. Homo sapiens’s small, scattered populations might well have seemed of little consequence in the larger tableau of Africa’s savannah wildlife, but a thoughtful observer of anatomically modern man 100,000 years ago would have marked the potential in such things as Homo’s attention to patterns of social order, the nature of his intense curiosity, and the adumbration of a quality no other animal seemed to possess, which one day would be called intelligence, an ability to assemble things—fiber, the passing hours, sounds—into complex patterns that would one day be called weaving, calendars, language, logistics, and art. It would have been an eerie thing to comprehend, as it is eerie for us today to find in the eyes of a chimp the glimmer of something that for a moment seems human, a look that says, “I know.

In knowledge work, when you agree to a new commitment, be it a minor task or a large project, it brings with it a certain amount of ongoing administrative overhead: back-and-forth email threads needed to gather information, for example, or meetings scheduled to synchronize with your collaborators. This overhead tax activates as soon as you take on a new responsibility. As your to-do list grows, so does the total amount of overhead tax you’re paying. Because the number of hours in the day is fixed, these administrative chores will take more and more time away from your core work, slowing down the rate at which these objectives are accomplished. At moderate workloads, this effect might be frustrating: a general sense that completing your work is taking longer than it should. As your workload increases, however, the overhead tax you’re paying will eventually pass a tipping point, beyond which logistical efforts will devour so much of your schedule that you cannot complete old tasks fast enough to keep up with the new. This feedback loop can quickly spiral out of control, pushing your workload higher and higher until you find yourself losing your entire day to overhead activities: meeting after meeting conducted against a background hum of unceasing email and chat. Eventually the only solution becomes to push actual work into ad hoc sessions added after hours—in the evenings and early mornings, or over the weekend—in a desperate attempt to avoid a full collapse of all useful output. You’re as busy as you’ve ever been, and yet hardly get anything done.

In Bridgewater’s early days, everyone knew each other, so being radically transparent was easy—people could attend the meetings they wanted to and communicate with each other informally. But as we grew, that became logistically impossible, which was a real problem. How could people engage productively with the idea meritocracy if they didn’t know everything that was going on? Without transparency, people would spin whatever happened to suit their own interests, sometimes behind closed doors. Problems would be hidden instead of brought to the surface where they could be resolved.

Imagine a scenario where we can develop AI to a point where AI largely runs the logistical aspects of everyone’s lives: transportation, clothing, personal care, health—everything is automated. In that world, our brain is now freed from doing what it does for 80% of the day. It’s free to pursue higher-order complexities. The question now is, what will we do? For example, what if studying physics and quantum theory produced the same reward system that watching the Kardashians does today? What if we found out that our brains could extend to four, five, or ten dimensions? What would we create? What would we do?

Dunkirk was to hold out until the day on which all the Allied troops in the pocket who could embark to Britain had done so. Ramsay and the British Government initially assumed that no more than 45,000 troops could be saved, but over the nine days between dawn on Sunday, 26 May and 03.30 on Tuesday, 4 June, no fewer than 338,226 Allied soldiers were rescued from death or capture, 118,000 of whom were French, Belgian and Dutch. Operation Dynamo – so named because Ramsay’s bunker at Dover had housed electrical equipment during the Great War – was the largest military evacuation in history so far, and a fine logistical achievement, especially as daylight sailings had to be suspended on 1 June due to heavy Luftwaffe attacks.

these models are constructed not just from data but from the choices we make about which data to pay attention to—and which to leave out. Those choices are not just about logistics, profits, and efficiency. They are fundamentally moral. If we back away from them and treat mathematical models as a neutral and inevitable force, like the weather or the tides, we abdicate our responsibility. And the result, as we’ve seen, is WMDs that treat us like machine parts in the workplace, that blackball employees and feast on inequities. We must come together to police these WMDs, to tame and disarm them. My hope is that they’ll be remembered, like the deadly coal mines of a century ago, as relics of the early days of this new revolution, before we learned how to bring fairness and accountability to the age of data. Math deserves much better than WMDs, and democracy does too.

Under the direction of General Westmoreland, significantly himself a graduate of the Harvard Business School in which McNamara had at one time taught, the computers zestfully went to work. Fed on forms that had to be filled in by the troops, they digested data on everything from the amount of rice brought to local markets to the number of incidents that had taken place in a given region in a given period of time. They then spewed forth a mighty stream of tables and graphs which purported to measure “progress” week by week and day by day. So long as the tables looked neat, few people bothered to question the accuracy, let alone the relevance, of the data on which they were based. So long as they looked neat, too, the illusion of having a grip on the war helped prevent people from attempting to gain a real understanding of its nature. This is not to say that the Vietnam War was lost simply because the American defense establishment’s management of the conflict depended heavily on computers. Rather, it proves that there is, in war and presumably in peace as well, no field so esoteric or so intangible as to be completely beyond the reach of technology. The technology in use helps condition tactics, strategy, organization, logistics, intelligence, command, control, and communication. Now, however, we are faced with an additional reality. Not only the conduct of war, but the very framework our brains employ in order to think about it, are partly conditioned by the technical instruments at our disposal.

They had a very pleasant evening out together in Shrewsbury – she was lovely to him, they chatted to mutual acquaintances, laughed, drank quite a bit of wine. They settled into a relaxed mood together – Jason wondering why it couldn’t always be that way; and, in fact, she had closed down again by the time they were walking back to his flat, with a bag of chips shared between them. Something sparked the subject of family once more. He joked about one day being invited to meet her parents. ‘There you go again!’ she snapped. ‘It’s not as if you’re a serious boyfriend, or anything.’ He stopped dead, other revellers had to swerve around them. ‘Why do you say that? I know I’m serious about this. I just don’t get you at all.’ Her expression told him that she was not willing to discuss it. He threw the remnants of the chips into a plastic bin. ‘Adelaide, we’re so good together. We are, aren’t we? Admit it.’ ‘All right, I admit it. I do want you, Jason. Just not in the way you want.’ ‘I know I don’t pressure you. God, I put up with so much crap from you. Just spell it out to me. What is your problem?’ By some miracle of logistics, two police officers happened to be passing along the pedestrianised road. Adelaide used their presence as a way of ending the discussion, ‘Jason, you’re making a scene. I’m going home alone.’ ‘Adelaide!’ ‘Let’s leave it for now, Jason.’ ‘Adelaide!’ She skipped away into groups of passers-by. Infuriated beyond belief by her once more, Jason punched the plastic bin, causing a huge dent. The policemen looked over their shoulders briefly, but then continued on.

Another plan, to march on Alexander’s court nearly four hundred miles away in St Petersburg itself, was proposed, but Berthier and Bessières quickly convinced Napoleon on logistical grounds ‘that he had neither time, provisions, roads, nor a single requisite for so extensive an expedition’.32 Instead they discussed marching south nearly 100 miles to Kaluga and Tula, the granary and arsenal of Russia respectively, or retreating to Smolensk. Napoleon eventually chose what turned out to be the worst possible option: to return to the Kremlin, which had survived the fire, on September 18 to wait to see whether Alexander would agree to end the war. ‘I ought not to have stayed in Moscow more than two weeks at the utmost,’ Napoleon said later, ‘but I was deceived from day to day.’33 This was untrue. Alexander didn’t deceive Napoleon into thinking he was interested in peace; he simply refused to reply either positively or negatively. Nor was Napoleon self-deceived; the burning of Moscow confirmed him in his belief that there was no hope of peace, even though he would probably have accepted as little as Russia’s return to the Continental System as the price.34 The reason he stayed in Moscow for so long was that he thought he had plenty of time before he needed to get his army back to winter quarters in Smolensk, and he preferred to live off the enemy’s resources. On September 18, Napoleon distributed 50,000 plundered rubles to Muscovites who had lost their houses and he visited an orphanage, dispelling the widespread rumour that he was going to eat its inhabitants.35 ‘Moscow was a very beautiful city,’ he wrote to Maret, using the past tense. ‘It will take Russia two hundred years to recover from the loss which she has sustained.

A few days after that dinner, I catch up with my new friend Paul over coffee. He is telling me about a time when he cycled from the Netherlands to Spain – a many-months-long endeavour that he completed solo. I try to imagine myself in this scenario. ‘Were you lonely?’ I ask. Paul pauses, taken aback by the question. And this is the problem with Deep Talk. Not only do you have to be a bit vulnerable and a bit ballsy to ask the questions in the first place, but you’re also asking whoever you’re speaking with to be the same: open up, take your hand and embrace the depths. Paul furrows his brow. After a beat, he nods. ‘Yeah, I was,’ he says. ‘What did you do to combat it?’ ‘I wrote in my journal a lot,’ he tells me. ‘I went for walks. But I was still really lonely.’ He tells me that he’s good at talking to people but that in most of the places where he stopped along the way people were pretty guarded. When I play back this conversation in my head, I wonder how differently pre-sauna Jess would have handled it. Given that I don’t know Paul well, I would have probably asked about logistics, or how many miles he covered per day, or what kind of bike he rode. Maybe, at best, I’d have launched into a story about a bike seat I’d used in Beijing that was such a literal arse ache that I could barely walk for two weeks, followed by a monologue about the realities of life with thigh chaffing. I am so impressed by how open Paul is with me. He could have lied and told me, nah, he doesn’t get lonely, that he relished the time alone on the road, he was a lone wolf, a cowboy striking out into the sunset with nothing but his trusty metallic steed. One of the most vital parts of Deep Talk is that it has to be a two-way process – both parties have to be willing to share, to disclose, to be vulnerable. If you initiate it with someone but don’t give back, you’re likely just harassing innocent people to share extremely personal information. I realise I probably shouldn’t go around asking men about their loneliness and not share my own experience of it. Since we’re all in this together, I’ll tell you, too.

The sub-sector needed a person, preferably an officer, civilian or military, to handle logistics. We had information that a certain Lieutenant Enamul Haque, a native of Chapai Nawabganj had crossed over to India and was now living with relatives in Malda. Jahangir contacted him and invited him to the Sub-sector HQ through some of his relatives who were in our Sub-sector. After much persuasion, he agreed to come. Jahangir scheduled the meeting when the Sector Commander would be present. A couple of days later, Enam came to Mohidipur. Jahangir and I were also present in the meeting. Enam was a tall individual with a good physique but he seemed nervous. Colonel Zaman opened the conversation with the usual inquiries: when did he cross the border, where was he staying in Malda, what was he doing, et cetera. Enam was not doing anything; he was simply hiding in Malda. Colonel Zaman told him that to the Pakistan Army he was a deserter and a rebel, irrespective of whether he joined the Mukti Bahini or not. He implored him to join; we needed all the help we could get. Enam responded that he was from the EME; he was not a fighter. Colonel Zaman assured him he would not be given any combat assignments; he would have an administrative job. He was going to BDF HQ soon and could have Enam assigned to Mohidipur Sub-sector as logistics officer and Enam could even stay with relatives in Malda if he liked. No amount of persuasion could convince Enam. It surprised me a great deal that a Bengali military officer, who deserted the Pakistan Army and crossed over to India, was unwilling to make any contribution to the liberation war, even in a non-combat capacity[33]. This was true of many young and able university and college students especially from middle class families. I had met some of them in Calcutta. On one occasion. Sultana Zaman, Colonel Zaman’s wife, had asked a female MPA why her two university going sons had not joined the Mukti Bahini? The MPA replied that her boys were intellectual types not suited for fighting, implying that combat was the task for lesser beings. [33] In 1973, I met Enamul Haque in the Bangabhaban where he was ADC to the President. He was claiming to be a freedom fighter! He retired as a brigadier. After retirement, he became a state minister in Sheikh Hasina's government in 2009.

The days of the Model T Ford, when they made one product for everyone, are long gone.

One more interesting tidbit about Jörmungand: it is the offspring of Loki, the Norse god of mischief, and an evil giantess. Sadly, I must admit to once trying to fathom the logistics of the monster’s conception (Loki being only the size of a man), only to remember that Loki, a shape-shifter, could easily accomplish the deed. Even more horrifying, though, is to imagine the birth process of such an endless snake. . .

infrastructure companies. Amazon is so good at infrastructure that its fastest-growing and most profitable business (AWS) is all about allowing other companies to leverage Amazon’s computing infrastructure. Amazon also makes money by offering Fulfillment by Amazon to other merchants who envy its mastery of logistics, which ought to strike fear into the hearts of frenemies like UPS and FedEx. In addition to its eighty-six gigantic fulfillment centers, Amazon also has at least fifty-eight Prime Now hubs in major markets, allowing it to beat UPS and FedEx on performance by offering same-day delivery of purchases in less than two hours. Amazon has also built out “sortation” centers that let it beat UPS and FedEx on price by shipping small packages via the United States Postal Service for about $ 1 rather than paying FedEx or UPS around $ 4.50.

That trip was epic. Every day was an adventure. Bindi sat down for her formal schooling at a little table under the big trees by the river, with the kookaburras singing and the occasional lizard or snake cruising through camp. She had the best scientists from the University of Queensland around to answer her questions. I could tell Steve didn’t want it to end. We had been in bush camp for five weeks. Bindi, Robert, and I were now scheduled for a trip to Tasmania. Along with us would be their teacher, Emma (the kids called her “Miss Emma”), and Kate, her sister, who also worked at the zoo. It was a trip I had planned for a long time. Emma would celebrate her thirtieth birthday, and Kate would see her first snow. Steve and I would go our separate ways. He would leave Lakefield on Croc One and go directly to rendezvous with Philippe Cousteau for the filming of Ocean’s Deadliest. We tried to figure out how we could all be together for the shoot, but there just wasn’t enough room on the boat. Still, Steve came to me one morning while I was dressing Robert. “Why don’t you stay for two more days?” he said. “We could change your flight out. It would be worth it.” When I first met Steve, I made a deal with myself. Whenever Steve suggested a trip, activity, or project, I would go for it. I found it all too easy to come up with an excuse not to do something. “Oh, gee, Steve, I don’t feel like climbing that mountain, or fording that river,” I could have said. “I’m a bit tired, and it’s a bit cold, or it’s a bit hot and I’m a bit warm.” There always could be some reason. Instead I decided to be game for whatever Steve proposed. Inevitably, I found myself on the best adventures of my life. For some reason, this time I didn’t say yes. I fell silent. I thought about how it would work and the logistics of it all. A thousand concerns flitted through my mind. While I was mulling it over, I realized Steve had already walked off. It was the first time I hadn’t said, “Yeah, great, let’s go for it.” And I didn’t really know why.

Steve and I would go our separate ways. He would leave Lakefield on Croc One and go directly to rendezvous with Philippe Cousteau for the filming of Ocean’s Deadliest. We tried to figure out how we could all be together for the shoot, but there just wasn’t enough room on the boat. Still, Steve came to me one morning while I was dressing Robert. “Why don’t you stay for two more days?” he said. “We could change your flight out. It would be worth it.” When I first met Steve, I made a deal with myself. Whenever Steve suggested a trip, activity, or project, I would go for it. I found it all too easy to come up with an excuse not to do something. “Oh, gee, Steve, I don’t feel like climbing that mountain, or fording that river,” I could have said. “I’m a bit tired, and it’s a bit cold, or it’s a bit hot and I’m a bit warm.” There always could be some reason. Instead I decided to be game for whatever Steve proposed. Inevitably, I found myself on the best adventures of my life. For some reason, this time I didn’t say yes. I fell silent. I thought about how it would work and the logistics of it all. A thousand concerns flitted through my mind. While I was mulling it over, I realized Steve had already walked off. It was the first time I hadn’t said, “Yeah, great, let’s go for it.” And I didn’t really know why. Steve drove us to the airstrip at the ranger station. One of the young rangers there immediately began to bend his ear about a wildlife issue. I took Robert off to pee on a bush before we had to get on the plane. It was just a tiny little prop plane and there would be no restroom until we got to Cairns. When we came back, all the general talk meant that there wasn’t much time left for us to say good-bye. Bindi pressed a note into Steve’s hand and said, “Don’t read this until we’re gone.” I gave Steve a big hug and a kiss. Then I kissed him again. I wanted to warn him to be careful about diving. It was my same old fear and discomfort with all his underwater adventures. A few days earlier, as Steve stepped off a dinghy, his boot had gotten tangled in a rope. “Watch out for that rope,” I said. He shot me a look that said, I’ve just caught forty-nine crocodiles in three weeks, and you’re thinking I’m going to fall over a rope? I laughed sheepishly. It seemed absurd to caution Steve about being careful. Steve was his usual enthusiastic self as we climbed into the plane. We knew we would see each other in less than two weeks. I would head back to the zoo, get some work done, and leave for Tasmania. Steve would do his filming trip. Then we would all be together again. We had arrived at a remarkable place in our relationship. Our trip to Lakefield had been one of the most special months of my entire life. The kids had a great time. We were all in the same place together, not only physically, but emotionally, mentally, and spiritually. We were all there.

People are down on Evangelicalism these days, but even my earliest years of life showed me that Evangelical churches are great at doing a whole lot of important things. When an active member of an Evangelical church dies, the family of the departed receives immense support during their grieving. Dealing with the influx of casseroles and baked hams delivered to the homes of the bereaved can become a logistical issue, and their grass is mowed as if by elves. What I'm saying is that it's easy to stand on the outside and dismiss Evangelicals as crazy Fundamentalists, but this misses most of what the movement really is (or, at least, is supposed to be). I'm not an Evangelical anymore, but it was Evangelicals who showed me how to...be a good employee and how to live my life with integrity. And Evangelicals were there for me when my life fell apart.

Proficient typists can devote more time and attention to the substance of their work rather than to the logistics of translating it onto the screen. In sum, if typing in the 21st century is a necessity, then being able to type fast is a superpower accessible to everyone who is willing to put in the work.

To improve total delivery time, we would need to make big changes to our supply chain. Our current fulfillment network had been built to optimize for nearby access to our third-party shippers so we could reliably and cheaply ship products to customers in three to five days. This logistics topology had been convenient for Amazon, but not for the customers who wanted products delivered fast and free.

Jama Logistics, a standout in UK logistics, delivers bespoke courier services. From prompt same-day deliveries to pallet transport and abnormal goods handling, we consistently provide swift, dependable solutions.

While you might outsource your supply chain, your logistics, or your investments, you do not outsource your responsibility for them. It's getting harder every day to externalize environmental and social costs that your business imposes on society

Senior Wal-Mart officials concentrated on setting goals, measuring progress, and maintaining communication lines with employees at the front lines and with official agencies when they could. In other words, to handle this complex situation, they did not issue instructions. Conditions were too unpredictable and constantly changing. They worked on making sure people talked. Wal-Mart’s emergency operations team even included a member of the Red Cross. (The federal government declined Wal-Mart’s invitation to participate.) The team also opened a twenty-four-hour call center for employees, which started with eight operators but rapidly expanded to eighty to cope with the load. Along the way, the team discovered that, given common goals to do what they could to help and to coordinate with one another, Wal-Mart’s employees were able to fashion some extraordinary solutions. They set up three temporary mobile pharmacies in the city and adopted a plan to provide medications for free at all of their stores for evacuees with emergency needs—even without a prescription. They set up free check cashing for payroll and other checks in disaster-area stores. They opened temporary clinics to provide emergency personnel with inoculations against flood-borne illnesses. And most prominently, within just two days of Katrina’s landfall, the company’s logistics teams managed to contrive ways to get tractor trailers with food, water, and emergency equipment past roadblocks and into the dying city. They were able to supply water and food to refugees and even to the National Guard a day before the government appeared on the scene. By the end Wal-Mart had sent in a total of 2,498 trailer loads of emergency supplies and donated $3.5 million in merchandise to area shelters and command centers. “If the American government had responded like Wal-Mart has responded, we wouldn’t be in this crisis,” Jefferson Parish’s top official, Aaron Broussard, said in a network television interview at the time.

The company even drew unlikely customers. From rural Arkansas, operating just five comically cheap-looking stores—a rounding error compared with the largest retailers—Sam Walton made his way to an IBM conference for retailers. While he shied away from investing anything in any emotional aspect of retailing, delivering the lowest prices meant mastering logistics and information. To one speaker at the conference, Abe Marks, modern retailing meant knowing exactly “how much merchandise is in the store? What’s selling and what’s not? What is to be ordered, marked down or replaced? . . . The more you turn your inventory, the less capital is required.” Altering his first impression, Marks found that Walton’s simpleton comportment masked his genius as a retailer, eventually calling him the “best utilizer of information that there’s ever been.” A little over two decades later, Sam Walton would become the richest man in America; he would attribute his competitive advantage to his investment in computing systems in his early days. The small-town merchant who expected that knowing his customers’ names or sponsoring the local Little League team would give him some enduring advantage simply didn’t understand the sport. American consumers, technocrats at heart, rewarded efficiency as reflected by the prices on the shelves, not the quaint sentiments of a friendly proprietor. To gain this efficiency, information systems were seen as vital.

Most’s eclectic background also provided the spark behind the invention of what would become known as the ETF. During his travels around the Pacific, he had appreciated the efficiency of how traders would buy and sell warehouse receipts of commodities, rather than the more cumbersome physical vats of coconut oil, barrels of crude, or ingots of gold. This opened up a panoply of opportunities for creative financial engineers. “You store a commodity and you get a warehouse receipt and you can finance on that warehouse receipt. You can sell it, do a lot of things with it. Because you don’t want to be moving the merchandise back and forth all the time, so you keep it in place and you simply transfer the warehouse receipt,” he later recalled.19 Most’s ingenious idea was to, after a fashion, mimic this basic structure. The Amex could create a kind of legal warehouse where it could place the S&P 500 stocks, and then create and list shares in the warehouse itself for people to trade. The new warehouse-cum-fund would take advantage of the growth and electronic evolution in portfolio trading—the simultaneous buying and selling of big baskets of stocks first pioneered by Wells Fargo two decades earlier—and a little-known aspect of mutual funds: They can do “in kind” transactions, exchanging shares in a fund for a proportional amount of the stocks it contains, rather than cash. Or an investor can gather the correct proportion of the underlying stocks and exchange them for shares in the fund. Stock exchange “specialists”—the trading firms on the floor of the exchange that match buyers and sellers—would be authorized to be able to create or redeem these shares according to demand. They could take advantage of any differences that might open up between the price of the “warehouse” and the stock it contained, an arbitrage opportunity that should help keep it trading in line with its assets. This elegant creation/redemption process would also get around the logistical challenges of money coming in and out continuously throughout the day—one of Bogle’s main practical concerns. In basic terms, investors can either trade shares of the warehouse between themselves, or go to the warehouse and exchange their shares in it for a slice of the stocks it holds. Or they can turn up at the warehouse with a suitable bundle of stocks and exchange them for shares in the warehouse. Moreover, because no money changes hands when shares in the warehouse are created or redeemed, capital gains tax can be delayed until the investor actually sells their shares—a side effect that has proven vital to the growth of ETFs in the United States. Only when an ETF is actually sold will investors have to pay any capital gains taxes due.

I can still get so enmeshed in the necessities and logistics of life that I miss the beauty. “We do not remember days, we remember moments,” the saying goes, and surely it is the moments, the small, fleeting details of us as we are right now, that I want to seize and capture. If memory is the art of attention, then pausing to be grateful is a way of remembering. And remembering is a way, perhaps the only way, of holding on to the way we are now, the things I love, the moments I wish never to lose.

Maxwell Miller and John Hayes [...] have pointed out that if “six hundred thousand fighting men” left Egypt, then altogether there would have been about 2.5 million people who left Egypt at that time, since most of the “fighting men” would have had wives, and most of the couples would have had several children. Add in the assorted others the Bible says were also present, and we have easily 2.5 million people taking part in the Exodus. As Miller and Hayes note, if this were the case, the Israelites would have formed a line 150 miles long, marching ten across, and would have taken “eight or nine days to march by any fixed point.” A line of escaped slaves 150 miles long certainly makes the crossing of the Red Sea very problematic, for Moses would have had to keep the water parted for nearly nine days for all his people to cross safely. Moreover, as Miller and Hayes note, we can only begin to imagine the logistics involved in keeping 2.5 million people alive in the desert for 40 years, especially if they are reduced to eating manna and quail upon occasion. However, it is unlikely that the Egyptians would have had that many Hebrew slaves in the first place, no matter when the Exodus took place (and if they had, the slaves probably would have revolted even earlier!).

Sitting through a classroom lecture is painful for most people most of the time. We all know this, yet so many deny it or view it as a personal failing. When human beings are required to sit and listen, we squirm. We watch the clock tick slowly. Minutes can seem like hours. We escape into our own head. We invent activities to either occupy or numb ourselves. The most talented classroom sitters create micro-tasks to busy their hands and the other 80 percent of their minds. The pain is cumulative. The first hour of lecture in a day is bearable. The second is hard. The third is white-hot excruciating. The highly engaging presenter who periodically arises in the classroom does little to soften the physiological impact of the subsequent dull one. This reality goes beyond a power thing, or even an interest thing, or a quality of the teacher thing. Even when corporate leaders and heads of state attend highly relevant daylong events at which they listen to the highest-tier speakers, they are suppressing their own body ticks 90 minutes into the lecture. The lunch break becomes an oasis. Students are psychologically ravished daily by this onslaught. And it is costly on all involved—teachers, administrators, parents, siblings. Although this recommendation subverts most industrial business and logistics models, 2 non-adjacent hours of lecture a day should be the greatest number for any institution or program. And the most successful will have even less than that. This requires an alternative approach.

So, execution is really the critical part of a successful strategy. Getting it done, getting it done right, getting it done better than the next person is far more important than dreaming up new visions of the future. All of the great companies in the world out-execute their competitors day in and day out in the marketplace, in their manufacturing plants, in their logistics, in their inventory turns—in just about everything they do. Rarely do great companies have a proprietary position that insulates them from the constant hand-to-hand combat of competition.

The logistics of getting them around were just completely insurmountable,” said Hanson-Press. “I was really stressed every single day about getting them around.” Cue HopSkipDrive, a Los Angeles start-up that has been described as ride-hailing for children. Founded by three Angelenos who are also moms, the service chauffeurs only children ages 7 to 17. In many ways, it's similar to transport network companies such as Uber, Lyft and SideCar (Uber requires customers to be over 18). Drivers are contractors who use their own vehicles to transport passengers. All drivers undergo third-party background checks and vehicle inspections. Parents can book rides for their kids through a mobile app and pay through a cashless transaction. But there are also significant differences. Unlike Uber, whose drivers simply need to have experience behind the wheel, HopSkipDrive drivers are required to have at least five years of experience caring for children (this can mean people who are themselves parents, nannies, teachers, camp counselors, etc.). And like Shuddle, a similar service that operates in the San Francisco Bay Area, all drivers are vetted in person. HopSkipDrive checks drivers' references and will even go for a ride with each driver it signs up. All rides are covered by insurance specific to transporting minors.

construction of backcountry roads for timber and mining interests, then charge hikers to park on these same roads. This author (Harris) and many others believe that the Forest Service should receive proper funding from our tax dollars and from commercial users, not from parking fees on public lands. Purchasing a day pass is a logistical problem for long day hikes that start before the stores open. At the time of this writing,

Of the hungries,” Parks says, like it’s obvious. Melanie shakes her head. “How come?” “They won’t hurt me.” “No? Why not?” “Enough,” Justineau snaps, but Melanie answers anyway. Slowly. Ponderously. As though the words are stones she’s using to build a wall. “They don’t bite each other.” “And?” “I’m the same as them. Almost. Close enough so they don’t get hungry when they smell me.” Parks nods slowly. This is where the catechism has been leading all this time. He wants to know how much Melanie has already guessed. Where her head is. He’s working his way through the logistics. “The same as them, or almost the same? Which is it?” Melanie’s face is unreadable, but some powerful emotion flits across it, doesn’t settle. “I’m different because I don’t want to eat anyone.” “No? Then what was that red stuff all over you when you jumped on board the Humvee, day before yesterday? Looked like blood to me.” “Sometimes I need to eat people. I never want to.” “That’s all you’ve got, kid? Shit happens?” Another pause. Longer, this time. “It hasn’t happened to you.” “Very true,” Parks admits. “Still feels like we’re splitting hairs, though. You’re offering to help us against those things down there, when it seems to me that you’d want to be down there with them, looking up at us, waiting for the dinner bell to ring. So I guess that’s what I’m asking you. Why would you come back, and why would I believe you’d come back?” For the first time, Melanie lets her impatience show. “I’d come back because I want to. Because I’m with you, not with them. And there isn’t any way to be with them, even if I wanted to. They’re…” Whatever concept she’s reaching for, it eludes her for a moment. “They’re not with each other. Not ever.” Nobody

I had married a poor man. He has been marked by poverty in ways I had not. He does not talk of the things we might one day do together, the places we might visit, the houses we might live in. He is a man who has been trained to live for one day hoping for the next. He is not used to the idea of dreams, the logistics of planning a future. In our talk and in our life, the only thing he has offered is the one thing he has, himself. In this way, in this strange and peculiar way, Npis was free in a way that I knew many men were not. He was not chasing a position in the world, running toward notions of education or class or power. He does not know how to pretend to be anything but what he is: a poor man standing by the side of a dusty path, waiting for his thin wife to feed his fragile child.

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a frozen pizza cooking in the oven, filling the kitchen with the tantalizing smell of melted cheese and sizzling pepperoni. Six beers cool in the fridge. A map of Glacier National Park is spread on the table, accompanied by sheets of paper filled with scribbled notes and calculations. Sitting around all day is not healthy for any human, but it is certainly not healthy for thru-hikers. After spending the day brainstorming possibilities, sharing ideas, and speaking our desire to finish the hike, Koozie and I decide to get all logistics down on paper. During our most recent conversation, we were both moved to tears expressing how important hiking this trail is and what it means for us. Working for 5 months toward this goal, only to be halted 75 miles from the finish, is an insult to the previous 2,460 miles hiked and every sacrifice made to get to this point. Our determination is not to be doubted, but our finish-vision can easily get us into trouble that would be better to avoid.

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You have to think about each day’s landscape—both workdays and days off—and where there might be spots of usable time. You become a general, surveying the battlefield. What can move? What can’t? What logistical problems must be solved as you march through your hours?

Steph cried and for a minute Maria felt like she might not and she felt heartless and mean down to the bottom of her lungs, but then she cried too. Just a little. They hugged and Maria said something about figuring out logistics tomorrow but that she had to go get drunk right now. Steph laughed, which made Maria feel like probably one day they’d be friends. Dykes.

Step by Step… Can you write out your ideal business step by step Here is a business I am setting up for a client. She wants to shipping start her own shipping company… One she will need a US partner to collect and transfer packages to her in Jamaica. She will also need one in China. I have two contacts. One has a warehouse in Florida The other has two in China. Chinese connect makes goods available within 3 weeks, she has to tell her customers four. The US connect makes it within 3-5 days. She has to tell them within a week… Next she will need a website where her customers can login and track their packages. This will come with individual dashboards. She will need an interface and warehouse management software and logistics APIs. She will also need an automated email set up (journey) to send emails to her customers without her or her agents needing to do that. Without this Saas she would have to hire someone to reply to messages and emails about , someone to call and track, use usps and FedEx tracking numbers to track and reply back to customers. She also needs a beta ApI to allow her warehouse guy to update the CRM with information about her customers packages… Key nodes such as - Intransit to destinations Held at customs Clearance In transit to store Pick up available etc… These will come in as email notifications Fully automated. Everything will be connected using Webhooks… entire system. Saas she might need to use a combination of GOhighlevel, Workiz and To run this as a System as as Service. Each platform can work together using webhooks. Gohighlevel as a Saas is $500 a month Workiz is $200 dollars She can use Odoo which is open source alternative as a CRM And Clickup as Management. This is how a conversational business plan looks. You can see it. You can research it. You can confirm that it’s plausible. It doesn’t sound like pipedreams. It sounds workable to credit companies /banks and investors. It sounds doable to a BDO Client. I also sound as if I know what I am doing. Not a lot of technical language. A confused prospective business investor or banker don’t want to use a dictionary to figure out everything… They want to see the vision as clear as day. You basically need to do to them what I did to you when you joined my programme. It must sound plausible. All businesses is a game of wit. Every deal that is signed benefits both party. Whether initially or in the long term. Those are the sub-tenets of business. Every board meeting or meeting with regulatory boards, banks, credit facilities, municipalities is a game of convincing people to see your thing through… Everyone does Algorithm is simple. People want you to solve their problems with speed and efficiency. Speed is very important and automation. Progress, business and production are tied to ego… that’s why people love seh oh dem start a business or dem have dem online business and nah sell one rass thing. Cause a lot of people think being successful and looking successful are one and the same thing until they meet someone like me or people who done the work… Don’t rush it… you are young and you have time. There are infact certain little nuances Weh yuh only ago learn through experience. Experience and reflection. One of the drawbacks of wanting to run your business by yourself with you and your family members is that you guys will have to be reliant on yourself for feedback which is not alw

Such boldness. He liked her boldness, but the real problem was that she trusted him. amnation was too mild a fate for such a woman. “You want me to say that a gentleman’s honor forbids it. You are longing for me to give you that lie, but I am not honorable, my dear. I am the Traitor Baron, my days are numbered, and those whose loyalty I claim are put in danger.” “Everybody’s days are numbered.” He heard her aunts speaking, heard the toughness and scorn of old women in her tones, and wanted to scare her out of her complaisance. “I have been challenged four times in the last six months, Milly.Millicent Danforth trusted him bodily, morally, logistically, every way a woman could trust a man, and hertrust was a strong aphrodisiac to someone who’d arguably committed treason. He came around the desk and sat back against it without glancing down at her writing. “Millicent, this will not do.” “You should go to bed, then.” “I want to take you to bed with me. I want to keep you in my bed and make passionate love to you until exhaustion claims us both, then rut on you some more when we’ve caught a decent nap.” She wrinkled her nose. “You won’t, though. Why not?” ..."So I take you to bed and romp away a few hours with you and get a child on you. Then we must marry, and you become not the discreet dalliance of a disgraced baron, but his widow. Your social doom is sealed by that fate, and I cannot abide such a thought.”lordship was trying desperately to shock her, while Milly wanted desperately to impress him with her letters. “I will not marry you,” she said. Not for all the e’s, o’s, l’s, and even v’s would she worry him like that. “I am not of an appropriate station, for one thing, and I expect somewhere there’s a rule about baronesses being able to read and write. I confess the romping part piques my curiosity.” He swore softly in French but remained close to her, half leaning, half sitting on the desk.

packed in steamer trunks.” “Good. How many trunks?” She glanced at the nearby tables, which were empty. “A typical steamer trunk filled with hundred-dollar bills will hold about fifteen million dollars, and weigh about four hundred pounds.” “Okay . . . one in each hand, two people, that’s sixty million.” She ignored my math and said, “But there are also fifty-dollar bills, and twenties, so there are more than four trunks.” “How many?” “My grandfather said ten.” “Each weighing four hundred pounds?” “Yes. A twenty-dollar bill weighs the same as a hundred-dollar bill.” “Right. That’s four thousand pounds of steamer trunks.” “Give or take.” If I’d known this in Key West I would have gone to the gym. “How about the gold and jewels?” “The gold may be too heavy to take. But there are four valises of jewelry which we’ll take.” “Always room for jewelry. And how about the property deeds that you mentioned?” “That’s another steamer trunk.” I pointed out, “This could be a bit of a logistical problem. You know, getting the trunks out of the cave, onto a truck, then to the boat.” “Carlos has a plan.” “Well, thank God. Would you like another cup of coffee?” She stared at me. “We wouldn’t be doing this if we didn’t think we could do it.” “Right.” A pretty waitress cleared our plates and smiled at me. It was almost 8 A.M. and people from various tour groups were making their way toward the lobby. We stood and I left two CUCs on the table, and Sara said, “That’s three days’ pay.” “She worked hard.” “And she had a nice butt.” “Really?” The Yale group was already boarding and Sara and I got on the bus together, said good morning to José, Tad, Alison, Professor Nalebuff, and our travel mates as we made our way toward the rear and found a seat together. The efficient Tad did a head count and announced, “We’re all here.” Antonio hopped aboard and called out, “Buenos días!” Everyone returned the greeting so we could get moving. “We will have a beautiful day!” said Antonio. Sí, camarada. CHAPTER 20 The bus wound its way out of Havana and again I had the impression of a once vibrant city that was suffocating under the weight of a rotting corpse. Hemingway’s house, Finca Vigía, was a handsome Spanish Colonial located about fifteen kilometers from Havana,

Morals and Ethics Values Express the manner in which the organization adopts universal values of morals, personal ethics and professional ethics. Social and Community Values Express the way the organization perceives its commitment to the society and the community in which it operates. Central Inner Values These values are those principles governing the inner culture of the organization, and they are expressed in the decision making processes and the manner of conduct. When people in the organization speak about inner values, those usually appear in sentences such as “it is customary for us to …” or “For us, the most important thing is …” or simply "THIS is how we do things here". These values express the manner in which the organization operates regardless of outer influences. It is expected that managers and workers should express and manifest the value in their daily behavior, and most often this is a basic condition for advancement within the organization. Functional Values Functional values are the leading principles of action by which the organization operates in each one of the main functions (manpower, research and development, Logistics etc.). These, too, are a type of inner values, but quite often their nature is more ‘operative’ than ‘cultural’. Central External Values External values express the value received by the client. Whether we speak of a n individual or an organization, we are all required to give something in return for the things we want and need. That ‘something’ that we give others is the external value. The things through which we get most of the results from outside, those are the central external values.

The most difficult part about traveling the world isn’t the logistics of the trip. It’s finding the motivation to go in the first place.

Just remember that a mix is good. Decider Who makes decisions for your team? Perhaps it’s the CEO, or maybe it’s just the “CEO” of this particular project. If she can’t join for the whole time, make sure she makes a couple of appearances and delegates a Decider (or two) who can be in the room at all times. Examples: CEO, founder, product manager, head of design Finance expert Who can explain where the money comes from (and where it goes)? Examples: CEO, CFO, business development manager Marketing expert Who crafts your company’s messages? Examples: CMO, marketer, PR, community manager Customer expert Who regularly talks to your customers one-on-one? Examples: researcher, sales, customer support Tech/logistics expert Who best understands what your company can build and deliver? Examples: CTO, engineer Design expert Who designs the products your company makes? Examples: designer, product manager

Of course the logistics are incomprehensible to the tiny human brain. To perform such choreography means that all planetary events and circumstances must be orchestrated behind the curtains of time and space, in the unseen, considering all of the thoughts, objectives, and desires held by more than 7 billion people, which will then be funneled onto a presumed single time line where each person gets the closest equivalent to what they’ve been feeling, made “real,” and the numbers are crunched anew as each second of every day is revealed.

If you subscribe to conversation-centric communication, you might still maintain some social media accounts for the purposes of logistical expediency, but gone will be the habit of regularly browsing these services throughout your day, sprinkling "likes" & short comments, or posting your own updates & desperately checking for the feedback they accrue. With this in mind, there would no longer be much purpose in keeping these apps on your phone, where they will mainly serve to undermine your attempts at richer interaction. They would instead more productively reside on your computer, where they're occasionally put to specific use.

Wolf remembered the conversation inside the observatory from the day before. Vlad worked for the EAS, overseeing the logistics of moving astronomical equipment between observatories throughout the European Union. A clear mental picture was forming in Wolf’s mind as to the true nature of Vlad’s activities. As of now it looked like, along with astronomical equipment, Vlad was trafficking stolen electronics. All of them supplied by a gang of thugs led by Cezar. Small light-colored boxes caught his attention, stacked underneath the open boxes of electronics. Wolf pushed back one on top, unveiling a stark white cardboard one about a foot cubed in size. A dark-blue logo was faintly visible on the side. He bent closer and ran his finger across it. It was the letters EAS with what looked to be stars or planets. He lifted the box. It was packed dense and heavy, and shaking didn’t

Decider Who makes decisions for your team? Perhaps it’s the CEO, or maybe it’s just the “CEO” of this particular project. If she can’t join for the whole time, make sure she makes a couple of appearances and delegates a Decider (or two) who can be in the room at all times. Examples: CEO, founder, product manager, head of design Finance expert Who can explain where the money comes from (and where it goes)? Examples: CEO, CFO, business development manager Marketing expert Who crafts your company’s messages? Examples: CMO, marketer, PR, community manager Customer expert Who regularly talks to your customers one-on-one? Examples: researcher, sales, customer support Tech/logistics expert Who best understands what your company can build and deliver? Examples: CTO, engineer Design expert Who designs the products your company makes? Examples: designer, product manager

I asked Dancer why the Sons streamed my wife’s death to the mines. Why not instead show the lowReds the wealth of the surface? That would sow anger. “Because a rebellion now would be crushed in days,” Dancer explained. “We must take a different path. An empire cannot be destroyed from without till it is destroyed from within. Remember that. We’re empire-breakers, not terrorists.” When Dancer told me what I am to do, I laughed. I do not know if I can do it. I am a speck. A thousand cities span the face of Mars. Metal behemoths sail between the planets in fleets carrying weapons that can crack the mantle of a moon. On distant Luna, buildings rise seven miles high; there the Sovereign Consul, Octavia au Lune, rules with her Imperators and Praetors. The Ash Lord, who made the world of Rhea cinders, is her minion. She controls the twelve Olympic Knights, legions of Peerless Scarred, and Obsidians as innumerable as the stars. And those Obsidians are only the elite. The Gray soldiers prowl the cities ensuring order, ensuring obedience to the hierarchy. The Whites arbitrate their justice and push their philosophy. Pinks pleasure and serve in highColor homes. Silvers count and manipulate currency and logistics. Yellows study the medicines and sciences. Greens develop

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As the CEO of a publishing company, I’ve met with many politicians over the years—democratic ones and not so democratic ones. I’ve had many conversations with Helmut Kohl, Gerhard Schröder, Angela Merkel, and Olaf Scholz. And, with the exception of Donald Trump, I’ve met every former American president of the past few decades, starting with George H. W. Bush. The funniest and most surprising encounter I ever had with a head of state was with George W. Bush. Henry Kissinger had suggested that if I would like to meet him, I should get my assistant to pass on my next United States travel dates. Which she did, including a trip to a Time Warner board meeting just two days later. That evening, on the French Atlantic coast, I got an email from the White House: The p resident would be delighted to meet me the day after tomorrow, July 25, 2007, at 9:30 a.m. in the Oval Office. Not only was I amazed at the speed with which the meeting had been scheduled, I was also in the depths of rural France—and logistically challenged. First, there was no connecting flight that could get me to Washington on time. Second, my eleven-year-old son was with me and I had promised that he could come to New York this time. In a cloak-and-dagger operation, my office organized a private plane which picked us up on the runway of Angoulême Airport the following day and dropped us off in Washington nine hours later.

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