Searching...
11 results for “strategic thinking”
I had an amazing team where there was a lot of prior selection that had gone into it. So in recon, you get to pick whoever you want. So I had already screened my team for certain skills to make sure that I had a good group around me. But the platoon
13:29 / 14:37
from transcript13:29 – 14:37
But you can think of this as a series of decisions that create dependencies on the ones that are downstream of it. So, you know, you go from procuring things to producing things to pricing those things with customers. Simple example of the value. In
32:58 / 34:01
from transcript32:58 – 34:01
If I think about our armed forces as a stock of stuff, of assets, of soldiers, of current capability, and as a flow of new dollars being spent on stuff which adds assets to that stock, changes the stock or whatever. Where do you think if you were doi
11:15 / 12:15
from transcript11:15 – 12:15
...maybe and not thinking about some of the capabilities we may need in, let's say, a nonlinear kind of threat. Like, what do I worry about?
11:59 / 13:01
from transcript11:59 – 13:01
It's not inherently valuable. What really matters are the decisions we as humans make. And am I making a better decision? Am I getting into a continuous learning loop of how I will make that decision better tomorrow? That is something that colonel Jo
6:00 / 6:58
from transcript6:00 – 6:58
Right? The second is intelligence. We get a lot of intelligence from satellites, from all the things The United States does across the enterprise that, previously used human analysts for. And so if you could, improve the the, leverage of the human an
14:15 / 15:18
from transcript14:15 – 15:18
Imagine you went to a management team and you're like, what's your how many product you know, how's your product line going? You're a series b company. You're like, well, I've got 14 product lines. You'd say, well, wait a minute. Sort of uninvestable
5:57 / 7:07
from transcript5:57 – 7:07
at the beginning of your deployment when you don't have a lot of context about what the enemy is doing, but also at the end when you're playing not to lose. It's actually in the middle when I get back. As I was about to come home, I would think about
11:07 / 12:26
from transcript11:07 – 12:26
...the thinking that goes behind, you know, someone saying that we wanna have this many long range offensive missiles versus How do those decisions actually get made? That's a good question. You know, it fundamentally comes down to an idea, an idea of t
22:30 / 23:30
from transcript22:30 – 23:30
And they did forward deployed engineers, Palantir style, so they're very got very sticky, to the workflows and all that. So I came in, and I got the AI portfolio for department in August. And I said, I just wanna see the contracts, you know, the old
43:28 / 44:30
from transcript43:28 – 44:30
loop and and why, you know, that that makes Twitter and and social media so so much more powerful in terms of, you know, forming consensus. And then the other is the difference between written and oral culture and and and what's prioritized, in in, y
26:54 / 28:04
from transcript26:54 – 28:04
Have a podcast?
Run your podcast through Clypt
Get ranked clips, hooks, and ready-to-post copy from your own episodes. Free to try.