The Knowing-Doing Gap Structural Forces
The fighter-jet contracts make the headlines. Deterrence runs on the boring stuff underneath — the manufacturing capacity, the logistics, the training cycle, the stockpiles that mean you don't run out in the first month. Democracies are structurally bad at sustaining that kind of work, which is the part that actually keeps me up.
Organizational ecology has spent decades documenting how industries are born, shake out, and consolidate — and the AI industry is following the script, with a few structural twists worth naming.
A course on how companies actually live and die made it impossible to sell the fiction that managers control the outcome — and quietly redirected a career.
Political systems accumulate complexity the way codebases accumulate technical debt. The answer isn't to tear them down or keep piling on. It's to refactor.
AI dissolves accidental complexity at speed, but essential complexity — the question of whether it all adds up to something good — remains stubbornly human.
Kissinger defined a revolutionary power as one that rejects the legitimacy of the order it inhabits — then spent his career building America's. What happens when his framework fits its own architect?