Sublime
An inspiration engine for ideas
Harvard professor Henry Kissinger, “who hardly qualifies as a bleeding heart,” Schlesinger wrote a few days later, “… said to me, ‘We need someone who will take a big jump—not just improve on existing trends but produce a new frame of mind, a new national atmosphere. If Kennedy debates Nixon on who can best manage the status quo, he is lost. The is
... See moreThe coming wave is, however, characterized by a set of four intrinsic features compounding the problem of containment. First among them is the primary lesson of this section: hugely asymmetric impact. You don’t need to hit like with like, mass with mass; instead, new technologies create previously unthinkable vulnerabilities and pressure points aga
... See moreMustafa Suleyman • The Coming Wave: Technology, Power, and the Twenty-first Century's Greatest Dilemma
But it is possible to create a society in which everybody is given not equal rewards, but equal opportunities, and where rewards vary not in accordance with the ownership of property, but with the worth of a person’s contribution to that society.
Graham Allison, Ali Wyne, Robert D. Blackwill, Henry A. Kissinger • Lee Kuan Yew
The hour may be growing late. Just before retiring at the end of 2022, Admiral Charles Richard, head of the U.S. Strategic Command, declared that “this Ukrainian crisis that we’re in right now, this is just the warmup.” Citing the decline in America’s military capability relative to China’s in the western Pacific, he added: “The big one is coming.
... See moreNeil Howe • The Fourth Turning Is Here: What the Seasons of History Tell Us about How and When This Crisis Will End
Thucydides Trap—will
Daniel Yergin • The New Map: Energy, Climate, and the Clash of Nations
To understand how the U.S. could face defeat at the hands of a weaker insurgent enemy for the second time in a generation, we must look at the structural influences that produce our general officer corps.1 —Lieutenant Colonel Paul Yingling
Tim Kane • Bleeding Talent: How the US Military Mismanages Great Leaders and Why It's Time for a Revolution
In the late 1990s, a group of midlevel students at GE’s Crotonville leadership institute challenged him, saying that the “#1, #2, fix, close, or sell” strategy was hurting the company because executives were gaming the system.
Warren G. Bennis • Judgment: How Winning Leaders Make Great Calls
after 40 years of indefinite creep, the government mainly just provides insurance; our solutions to big problems are Medicare, Social Security, and a dizzying array of other transfer payment programs.
Peter Thiel, Blake Masters • Zero to One
a sense of reality of what is possible. But if you are just realistic, you become pedestrian, plebeian, you will fail. Therefore, you must be able to soar above the reality and say, “This is also possible”—a sense of imagination.49