Podcast appearances and mentions of Paul Kennedy

What happens when wholesale distribution meets a shifting global economy, AI-driven technology, and a full-court press on organic growth? In this extended episode of Around the Horn in Wholesale Distribution, co-hosts Kevin Brown and Tom Burton are joined by industry leader Paul Kennedy, President & CEO of DSG and Chair of NAED. Together, they dive into the economic, geopolitical, and operational dynamics shaking up manufacturing and distribution in 2024.

Today on the show Rosetta and Nick chat with Theo from Daffodils about their new, completely free, monthly night of music at Whammy's Public Bar (FKA The Wine Cellar) - Public Service! The duo also catch up with Paul Kennedy for AudioCulture, to chat about the 50th anniversary of the Official Aotearoa Music Charts. Plus news, weather, surf, prizes, and plenty of goooood music.  Thanks to The Beer Spot!

Welcome in for another edition of the Morning Espresso from the SDH Network, brought to you by Oglethorpe University, Atlanta's premier undergraduate learning experience and soccer powerhouse.UEFA Champions League quarterfinals start today, and today's matchups are the more tightly contested ones. According to Opta's prediction module, Arsenal-Real Madrid is the toughest quarterfinal to predict. It gets started in London today. Very little history between the two, Thierry Henry led the Gunners to a win in the Round of 16 over the Galacticos in 2006, but that's it. Madrid's defensive woes will be the focus for Mikel Arteta's attack, especially with Bukayo Saka back in action for Arsenal. Bayern host Inter today as well, two of the best defensive teams in Europe this season. However, Bayern are missing Alphonso Davies and Dayot Upemecano to injury so that defense is nowhere near full-strength. Tomorrow's quarterfinals see Barcelona heading to Borussia Dortmund and PSG hosting Aston Villa. In the second legs of the Concacaf Champions Cup quarterfinals tonight, Cruz Azul hosts Club América while the LA Galaxy have to go to Monterrey to face Tigres. Gabriel Pec is back for the Galaxy, but it's a big ask to get past Tigres considering LA has only won one match in ten in 2025.Tomorrow, Pumas will host Vancouver while Miami hosts LAFC.Your Copa Libertadores match to watch tonight is Barcelona SC, led by the dashing Sir Second Alexander Castle (Segundo Alejandro Castillo for newcomers to the Morning Espresso), traveling to Buenos Aires to face River Plate. Can't wait to see what Castillo wears on the touchline, but there won't be any fans in the building to see it as River has to play behind closed doors due to punishments from CONMEBOL dating back to the 2024 Libertadores semfinal that saw many rules violations from the club (fireworks, etc) and racist behavior from the stands. It was reported yesterday that Inter Miami holds the discovery rights to Kevin De Bruyne. However, they don't have a Designated Player slot for him, so he would have to take a maximum TAM deal to sign for the rest of the 2025 season (around $870K). Will he take a deal for that to get a DP deal next year? Lots still to sort out. Big time congrats to Soccer America as they begin their 55th year of publication today. It was on this date that their first edition was published in 1971. The work done by Clay Berling and so many others to cover the game in this country, and what is now being continued by Paul Kennedy and Mike Woitalla and their team, is unmatched and has been essential to growing the game in this country. Soccer America is a must for anyone in the sport in this country. We're not here without them. Thank you to everyone who has ever been associated with SA! More Espresso coming on Thursday on the SDH Network, presented by Oglethorpe University.

The Association of Old Crows (AOC) wants to make our podcast the best it can be. To help us succeed, we'd like to hear your thoughts. Please take just a few minutes to complete our 2025 listener survey because your opinion is very important to us. Each year, the AOC Educational Foundation honors five exceptional young professionals through its Future 5 program, recognizing individuals who represent the future of the EW field through innovation, leadership, and impact. In this episode of From the Crows' Nest, host Ken Miller speaks with four of the 2024 Future 5 award recipients: Imani Davis, Matthew Copeland, Paul Kennedy, and Michael Gutierrez.These emerging leaders are tackling key challenges in EW, from integrating cyber tools into engineering education to strengthening collaboration between R&D teams and those deploying new technologies. Despite their diverse roles, the panelists share a common emphasis on the importance of mentorship and community in shaping successful careers in electronic warfare.To learn more about today's topics or to stay updated on EMSO and EW developments, visit our homepage.

Paul Kennedy discusses the late trade deadline in the NHL as well as what the Brad Marchand trade to the Florida Panthers from the Boston Bruins means for both teams and Marc makes a case that you can't compare Alex Ovechkin to Wayne Gretzky.

Terry's Titans report, Paul Kennedy discusses the Tampa Bay Rays situation, Preds/Titans struggles, Silly Underdog Picks, OPEN PHONES/Chat Room, and bet of the day

Send us a textIn this episode Jim & Adam chatted about some of the films which have screened at this year's Belfast Film Festival (31 October to 09 November). Jim also spoke with Aislinn Clarke, the writer/director of Fréwaka, which opened this year's festival and Paul Kennedy, the writer/director of Dead Man's Money, which also screened at a gala event within the programme.Support the showAs always each recording is filled with spoilers, silliness and bad-language along with tangents a-aplenty.If you enjoyed this episode, be sure to leave us a reviewCheck out our socials on Facebook, Twitter, Instagram and YouTube.Don't forget to subscribe to make sure you never miss a single episode and find our complete back catalogue on our website.

Originally Published April 28, 2022. Paul Kennedy truly embodies the spirit of adventure and self-discovery. As a chef and restaurateur, Paul decided to take a bold step in 2018 by leaving behind his life in the U.S. to travel the world with just a backpack. What started as a short birthday trip to Greece transformed into a global journey filled with culture, cuisine, and new experiences. Along the way, he discovered a passion for immersing himself in local cultures through food, eventually leading him to settle in Vietnam. Today, he's sharing his insights on how exploring different culinary traditions can open up a new world of understanding and connection. Paul's story is a testament to the idea that by stepping out of our comfort zones, we can truly live a fantastic life!   Bio: Carrying a backpack and inspiration, Paul Kennedy, educated to be a chef and restaurateur, cashed in his proverbial chips in 2018 and took off to see the world. His journey, originating in uncertainty, found purpose as he explored and documented the world's cultures and tastes. The inspiration endured — he never returned to the States.   Paul's debut cookbook focuses on Vietnam. Besides including authentic recipes, Paul hopes his work will encourage readers to explore new experiences through their palates. He's convinced that cookbooks can help readers access their senses and interest in new places. “Once readers are curious, there's potential that we'll all understand each other better.”   Social Media: Cookbook Website: www.PaulBKennedy.com  Travel Website: www.VietnamTravelWithUs.com  Twitter: https://twitter.com/paulinvietnam  Instagram: https://www.instagram.com/paul_b_kennedy/    Thanks for listening to the show! It means so much to us that you listened to our podcast! If you would like to continue the conversation, please email me at allen@drallenlycka.com or visit our Facebook page at http://www.facebook.com/drallenlycka. We would love to have you join us there, and welcome your messages. We check our Messenger often.   This show is built on “The Secrets to Living A Fantastic Life.” Get your copy by visiting: https://secretsbook.now.site/home   We are building a community of like-minded people in the personal development/self-help/professional development industries, and are always looking for wonderful guests for our show. If you have any recommendations, please email us!   Dr. Allen Lycka's Social Media Links Facebook: http://www.facebook.com/drallenlycka Instagram: https://www.instagram.com/dr_allen_lycka/ Twitter: https://www.twitter.com/drallenlycka LinkedIn: https://www.linkedin.com/in/allenlycka YouTube: https://www.YouTube.com/c/drallenlycka   Subscribe to the show. We would be honored to have you subscribe to the show - you can subscribe on the podcast app on your mobile device

OORLOG OP ZEE, DEEL 2 Wie oorlogsvoering wil begrijpen moet niet alleen iets weten van oorlog op het land of in de lucht. In deze aflevering staat de maritieme opbouw van grootmachten voor de Eerste Wereldoorlog centraal. Maarten en Tom bespreken hoe landen als Groot-Brittannië en Duitsland hun vloten uitbreiden, waaronder de bouw van de beruchte Dreadnought slagschepen die een revolutie in de zeemacht veroorzaakten.

Amos Kennedy, self-described “humble negro printer” and author of Citizen Printer, is a visionary treasure, an imaginative freedom-fighter, and the creator of type-driven messages of justice, freedom, and Black Power. He understands that freedom comes to life in action, and that we are most truly (and paradoxically) free when we name the obstacles to our humanity, and then throw ourselves against the imposing wall of unfreedom. His weapon of choice, the sledgehammer with which he bangs away day by day, is letterpress printing, and every image he brings to life urges voyages—wobbly rambles away from the cold reality of the world we inhabit into worlds that could be or should be but are not yet. Join Bill Ayers and Amos Kennedy “under the tree”—in this case, amidst the unique randomness and studied messiness of his Detroit studio, seated on folding chairs between presses and with stacks of paper and trays of type as far as the eye can see—as we dance the dialectic, discussing history and the future, politics and resistance, inspiration and aspiration, justice and freedom. His book is available here: https://www.madejacksonhole.com/products/amos-paul-kennedy-jr-citizen-printer?gad_source=1&gclid=Cj0KCQjwu-63BhC9ARIsAMMTLXRHIz_eZ1HcQf5xLPBaPxLz2TfhEVDJa-44hPfEkEaWZvTFBuUquMsaAl7rEALw_wcB

Paul Kennedy is the President and CEO of DSG and John Thompson is the President of First Electric Supply. 

De ontwikkeling die marines hebben doorgemaakt is verbluffend. De oorlog tussen Oekraïne en Rusland is daar een goed voorbeeld van. Na hun reeks over bommenwerpers duiken Tom Jessen⁠ en Maarten van Rossem⁠ nu in de geallieerde marines van Groot-Brittannië, Frankrijk en de Verenigde Staten en de Axis-marines van Duitsland, Italië en Japan. Rode draad door de podcast is het boek van de Britse historicus Paul Kennedy. - Luister hier oude podcasts. - Meer achtergronden over oorlog op zee, vind je hier. - Houd ons reclamevrij, doe een ⁠⁠kleine donatie⁠. - Luisterboek Lenin & Stalin. Shownotes⁠

Join us as we sit down with Paul Kennedy, who brings Lord Jasper 'Ironrod' Wylde to life in the highly anticipated "House of the Dragon." Paul shares his journey from landing the role to navigating the complex world of Westeros, offering exclusive behind-the-scenes insights and comparing his experience to other hit shows like Outlander and Line of Duty. Get ready for an intimate conversation about the challenges of joining such a beloved franchise, Paul's preparation process, and his thoughts on the passionate Game of Thrones fanbase. --AFK w/ Ninja is hosted by professional streamer and gamer Tyler "Ninja" Blevins. Join Ninja twice a week as he dives into the internet and the ever changing realms of music, sports, comedy, gaming, and entertainment to uncover the latest projects and excitement brewing within these industries.AFK w/ Ninja drops Tuesdays and Thursdays on Apple Podcasts and everywhere you get your podcast fix.FOLLOW the Official AFK Instagram: @afkwithninjaGRAB some official #TeamNinja merch: teamninja.comHANG with me on more socials: https://pillar.io/ninjaEmail the show at podcast@teamninja.com Produced by SALTExecutive Producer: Nick PanamaCreative Producer: Cameron TaggeAssociate Producer: Andre RojasSound Design & Edit: Aaron Kennedy

Adrian Verbrugge speaks with colonel Douglas Macgregor, decorated combat veteran in the US Army and former senior advisor to the Secretary of Defense under Donald Trump. Macgregor is the author of five books, a PhD, and an expert in strategy, policy, and defense. The conversation centers around 'Margin of Victory. Five Battles that Changed the Face of Modern War', a book by Colonel McGregor that was published in 2016. This conversation was recorded at the studio of 'Our Country, Our Choice' in Orlando, Florida. Sources and links: - Website: https://www.douglasmacgregor.com/ - Books: https://www.douglasmacgregor.com/author - 'Margin of Victory. Five Battles that Changed the Face of Modern War': https://www.usni.org/press/books/margin-victory - Leestip van Doug voor Ad: https://www.penguin.co.uk/books/311079/stalins-war-by-mcmeekin-sean/9780141989297 (1:22:00 / 1:06:05) - 'The Rise and Fall of the Great Powers', Paul Kennedy: https://www.penguinrandomhouse.com/books/91615/the-rise-and-fall-of-the-great-powers-by-paul-kennedy/ (1:31:25) - The website of the PNAC, archived by 'The Internet Archive' : https://web.archive.org/web/20080513185419/http://www.newamericancentury.org/ (1:47:54) - 'The Clash of Civilizations and the Remaking of World Order', Samuel Huntington: https://www.simonandschuster.com/books/The-Clash-of-Civilizations-and-the-Remaking-of-World-Order/Samuel-P-Huntington/9781451628975 (1:58:53) - 'The Rise of the Network Society, The Information Age: Economy, Society and Culture Vol. I.', Manuel Castells: https://www.wiley.com/en-us/The+Rise+of+the+Network+Society%2C+2nd+Edition%2C+with+a+New+Preface-p-9781405196864 (2:01:11) - 'The Power of Identity, The Information Age: Economy, Society and Culture Vol. II.', Manuel Castells: https://www.wiley.com/en-us/The+Power+of+Identity%2C+2nd+Edition%2C+with+a+New+Preface-p-9781444356298 (2:01:17) - Website 'Our Country, Our Choice': https://ourcountryourchoice.com/ (2:12:43)

Guest Bio: Mark Schwartz joined AWS as an Enterprise Strategist and Evangelist in July 2017. In this role, Mark works with enterprise technology executives to share experiences and strategies for how the cloud can help them increase speed and agility while devoting more of their resources to their customers. Mark has extensive experience as an IT leader in the government, private sector, and the nonprofit world, and with organizations ranging from startup to large. Prior to joining AWS, he was CIO of US Citizenship and Immigration Services (in the Department of Homeland Security), where he led a large digital transformation effort, moving the agency to the cloud, introducing and refining DevOps and Agile techniques, and adopting user-centric design approaches. From his work at USCIS, he developed a reputation for leading transformation in organizations that are resistant to change, obsessed with security, subject to considerable regulation and oversight, and deeply bureaucratic. Before USCIS, Mark was CIO of Intrax Cultural Exchange, a leader in global youth exchange programs, and CEO of a software company. Mark is the author of The Art of Business Value , A Seat at the Table: IT Leadership in the Age of Agility, War, Peace and IT and The Delicate Art of Bureaucracy. Mark speaks at conferences internationally on such subjects as DevOps, Leading Change, Driving Innovation in IT, and Managing Agility in Bureaucratic Organizations. He has been recognized as a Computerworld Premier IT Leader and received awards for Leadership in Technology Innovation, the Federal 100 IT Leaders, and a CIO Magazine 100 award. Mark has both a BS and MA degree from Yale University, and an MBA from Wharton.   Social Media/ Website: Mark's LinkedIn Profile: https://www.linkedin.com/in/innovativecio Mark's AWS Executive Insights page with links to all his blogs posts and books https://aws.amazon.com/ar/executive-insights/enterprise-strategists/mark-schwartz/  Books/ Resources: The Delicate Art of Bureaucracy: Digital Transformation with the Monkey, the Razor and the Sumo Wrestler by Mark Schwartz https://www.amazon.co.uk/Delicate-Art-Bureaucracy-Transformation-Wrestler-ebook/dp/B086XM4WCK/ The Art of Business Value by Mark Schwartz https://www.amazon.co.uk/Art-Business-Value-Mark-Schwartz/dp/1942788045 A Seat at the Table: IT Leadership in the Age of Agility by Mark Schwartz https://www.amazon.co.uk/Seat-Table-Leadership-Age-Agility/dp/1942788118/ War, Peace and IT: Business Leadership, Technology, and Success in the Digital Age by Mark Schwartz https://www.amazon.co.uk/War-Peace-Business-Leadership-Technology/dp/1942788711 Reaching Cloud Velocity: A Leader's Guide to Success in the AWS Cloud by Jonathan Allen et al https://www.amazon.co.uk/Reaching-Cloud-Velocity-Leaders-Success/dp/B086PTDP51 Ahead in the Cloud: Best Practices for Navigating the Future of Enterprise IT by Stephen Orban https://www.amazon.co.uk/Ahead-Cloud-Practices-Navigating-Enterprise-ebook/dp/B07BYQTGJ7 Engineers of Victory: The Problem Solvers Who Turned the Tide in the Second World War by Paul Kennedy https://www.amazon.co.uk/Engineers-Victory-Problem-Solvers-Turned-ebook/dp/B00ADNPCC0 The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win by Gene Kim https://www.amazon.co.uk/Phoenix-Project-Devops-Helping-Business/dp/1942788290/ The Unicorn Project: A Novel about Developers, Digital Disruption, and Thriving in the Age of Data by Gene Kim https://www.amazon.co.uk/Unicorn-Project-Disruption-Redshirts-Overthrowing/dp/1942788762   Interview Transcript Ula Ojiaku:  Mark, thank you so much for making the time for this conversation. Mark Schwartz: Thank you, my pleasure. Ula Ojiaku: Great. Now let's start with you know, the question I usually ask my guests: who's Mark? What makes him tick? Mark Schwartz:  And they can answer that question. It's not a hard one. where to start? Um, you know, I always enjoy my work. That's a thing about me. I like to think that people have fun working with me because I tend to laugh a lot. And even you know, when the work is boring, I find ways to make it interesting. I just enjoy doing things and accomplishing things. I think if we're going to talk about my books, and some of the things I've done later, an important thing to realize is that, I started out, you know, when I went, when I was in high school, when I went to college, I was pretty sure I wanted to study computer science and get involved with these computer things. But when I was actually studying, I realized there were all these other interesting areas, I'm just, you know, endlessly curious. And so, I wound up studying all kinds of other things, in addition. And the result was that when I finished college, I decided to go to graduate school in philosophy. And I spent a few years getting a master's degree in philosophy. And the fact that I'm curious about so many things and read so many different things, I think it enters into a lot of what I do. I like to pull analogies from non-IT related fields and, and, and I'll call upon all the things I've learned in all sorts of different areas, as I'm writing and speaking and working. Ula Ojiaku:  It shines through in your book, definitely. Mark Schwartz:  Yes, I think it does. That's partly an explanation for what you see in my books. I think, um, you know, I sometimes say that I have trouble reading business books generally. Because I kind of find them boring. They tend to make the same point over and over again, and to be very just so one directional, you know, just on the same subject, and it's a little bit odd because in every other subject, the books tend to refer to other books in other fields and there's this extra dimension and that helps you understand what the author is getting at. But in business books, they, you know, aside from having a quote now and then from a famous leader or something, they don't tend to do that, they don't, they don't sort of call upon the whole history of literature and writing. And so, I have a little bit of fun in writing my books in trying to see if I can add an extra dimension just by reference and by bringing in other things that are a little bit orthogonal to the subject matter. Ula Ojiaku:  And that kind of, you know, brings home the point that life isn't black and white. It's actually a complex or a complex kind of, you know, maze and of different disciplines, different ideologies and different viewpoints that make it what it is really. Mark Schwartz:  Yeah well, of course, that was part of the fun of my recent book on Bureaucracy. You know, because I know we all, we want to throw up when we encounter bureaucracy, you know, it disturbs us in so many ways. And one of the things I wanted to say in the book is, well, actually bureaucracy is all around you all the time in unexpected places and it usually doesn't drive you crazy, actually. Yeah... Ula Ojiaku:  Well, I have a lot of questions for you on your book, The Delicate Art of Bureaucracy, which is a catchy, catchy title on its own, very clever. But before we get to that, what do you do when you're not working? I know, you said you love work and you've also said that you're curious about so many things, which means that you read broadly - that's my interpretation. So, what do you do when you're not ‘working'? Mark Schwartz:  Yes, I read broadly, is one thing. In the past, I played the guitar a lot. And I don't quite as much lately. I don't know why, you know, I'll start doing it again. I'm sure at some point. But while I was living in San Francisco, I was actually playing in bars and coffee shops, I have a singer, who I performed with. Ula Ojiaku: Really? Wow! Mark Schwartz: And that was really fun. And then the other thing I do is travel, I've really traveled a lot. And, yeah, there was one period in my life where for about five years, I was bumming around the world with a backpack with you know, occasional returns to the States to work a little bit and make some money and then go traveling again. So, one of the joys of my current job is that, I get to do a lot of traveling to interesting places. Ula Ojiaku:  So, where would you say is your ideal getaway destination? Mark Schwartz:  Oh, let's see. I'm a big fan of Brazil. That, I have good friends there and it's really nice to see them and the atmosphere is always kind of fun there. Ula Ojiaku: Okay. Mark Schwartz: I don't know what I've discovered so many places around the world that I've really loved being. I lived in Japan for a year and that is a place that I love to go to, especially for the food. Yeah, I like good food. But I don't know I've found so many places that made me feel like I'd like to spend more time there. And of course, you can't really spend more time everywhere. Ula Ojiaku:  Interesting. So, let's, let's go to your book, “The Art of Delicate Bureaucracy”. What was the inspiration behind that book? Mark Schwartz:  Well, for all of my books, before I wrote, before I wrote them, I was thinking, ‘why hasn't anybody else written a book on this topic?' People don't write books on bureaucracy, at least not, you know, popular books, there are academic books on bureaucracy. And the same thing happened to me with my first book, “The Art of Business Value”, where I said to myself, we keep talking about business value in the IT world, like, is it obvious what it means? You know, what, why isn't anybody writing a book about what business value means? So, bureaucracy is one of those things. I have a lot of experience with it first of all, I was a CIO in a government agency. But it turns out, it's not just the government, whenever I tell people about my government experience, when I speak at a conference, people come up to me afterwards and say, ‘Oh, my company's just like that. I work for a financial services company; we have lots of bureaucracy'. And I work with a lot of people who are trying to pull off some sort of digital transformation, which is change on a big scale, that's changing traditional organizations on a big scale. And bureaucracy is always in their way because bureaucracy tends to resist change; it strongly tends to resist change. So, if you're doing a big change, then you're probably going to come up against it. So, I thought maybe with my experience as a bureaucrat, or at least experience in the big bureaucracy, I could give some pointers to people who are trying to cause big change, and yet are facing bureaucratic obstacles. And I can't imagine that there's any organization, at least any large organization that does not have bureaucratic obstacles to digital transformation. So, that got me started on it. And then as I started to think about bureaucracy and research it, I realized this is actually a really interesting topic. Ula Ojiaku:  You had an interesting introduction to the book. You said, “we are bureaucrats all.” Why that claim, you actually were saying, everyone is a bureaucrat, and I know you made a statement that's similar to that earlier on in this conversation - why? Mark Schwartz:  Well, of course, I have to define in the book, what I mean by bureaucracy and all that. And I follow the generally what's accepted as the academic definition. It mostly comes from the sociologist Max Vabre, who is writing around 1920. And, and he talks a lot about bureaucracy, and it's fairly complicated, but I simplify it in the book. Basically, what it comes down to is a bureaucracy is a way of organizing socially, that has rigid formal roles for people and rigid formal rules. And that's the essence of it. You know, bureaucracy, there are rules and they have to be applied uniformly to everybody. And there's a division of labor and you know, a hierarchy. So, it has rigid roles of people who have to sign off on things and approve things. So, with that is the definition. I think it, it connects with the very human tendency to try to structure things and constantly improve them and optimize them. So, if you find a good way of doing something, you tend to turn it into a rule, you know, this is the way it should be done from now on. Ula Ojiaku: Best practice! Mark Schwartz: It's the best practice. Yeah, yeah, exactly. And also, we, in, social organization, we'd like people to be accountable or responsible for things. And we know that you can't hold somebody accountable unless they have authority to perform their role. So, when you put those things together, it's very natural for us to set up these organizational systems, where we assign roles to people, and give them authority, and we make rules that encapsulate the best way to do things. And, essentially, that's bureaucracy. So, bureaucracy, I find, is everywhere around us in one form or another. But it doesn't drive us crazy most of the time, so we don't notice it. Ula Ojiaku:  Maybe if it's serving us, then we wouldn't notice it. But… Mark Schwartz:  It does serve. And if you look at the cases where it does drive us crazy, they have certain things in common. And in the book, I say there are three characteristics that bureaucracies often take on which they don't need to, it's not part of the definition of bureaucracy, but they often take on these characteristics. And it's those three characteristics that are what drive us crazy. And so, the goal, ultimately is to eliminate those three characteristics or turn them into something else. Ula Ojiaku: I know that the listeners would be curious to know what the three characteristics of bureaucracy that drive us crazy are? Is that so or should I just tell them go buy the book? Mark Schwartz: Yeah, go buy the book! Well, let me tell you the three characteristics, and also their opposite, which is what we really want. So, the first characteristic that drives us crazy, I think, is that bureaucracies tend to be bloated instead of lean, that would be the opposite in my view. There's no reason why a bureaucracy has to be bloated and wasteful. It could be lean, but it's one of those things that bureaucracy tends to become. So that's the first one. The second one is that bureaucracies tend to petrify, as opposed to learning. So, when I say petrifies, I mean that the rules and the bureaucracy don't change, or don't change as often as they should, or don't change continuously, which is really what rules should do. Now, that's not necessarily a characteristic of bureaucracy, but the definition, the definition says the rules have to be applied rigorously. You know, once you have a rule, everybody has to follow it. But it doesn't say that the rules have to stay the same forever, they can change. The opposite of a petrified bureaucracy is a learning bureaucracy, where the rules are constantly adjusted, based on what the people in the organization learn. And there are plenty of good examples of learning bureaucracies out there. And your goal is to transform the one into the other, the petrified into the learning. The third is, bureaucracies tend to be coercive, rather than enabling. Coercive, meaning that they're there to control employee behavior, to force employees to behave in ways that otherwise they wouldn't want to. They tend to be ‘no' saying, they say ‘no', a lot. Your bureaucracy for your expense reporting policy in your company probably says, ‘no that expense is no good because X Y and Z.' There are plenty of examples of enabling bureaucracies, where the point is not to stop you from doing things or force you to do something you don't want to. But the bureaucracy provides a support structure, provide best practices, as you said, that help you do your job well. And there's no reason why bureaucracies can't do that. So, the three bad characteristics are bloat, coercion, and petrify. Ula Ojiaku: Okay, nice. So, it sounds like the way you've described bureaucracy, when you look at it from a positive slant, would it be the same thing as guardrails, putting guardrails in place, or giving people the right degree of freedom? Mark Schwartz: Yeah, that's exactly the idea. What I find is that guardrails and automation are ways of implementing bureaucracy, that lead to those three good characteristics rather than the bad ones. Let's say in software development, in DevOps, for example, it's a good idea to put guardrails, security guardrails, for example, around what people can do, and automated security tests and things like that. Because then the developers or the DevOps teams, they can go charging ahead full speed, knowing that they can't do anything wrong, you know, because the guardrails are there. And they get immediate feedback, if they do something that's going to put them outside the guardrails and they can just immediately fix it. So, it's very empowering for them, lets them move fast. And it also gets rid of that coercive element of you know, I write some code and then somebody comes in afterwards and says, ‘no, you can't deploy that'. That's annoying. Instead, I can run the security tests myself, as a developer, see if there's anything that's problematic, fix it right away if I want to, so it's all under my control. But the end result is still the same. The bureaucracy is still there. It's just automated and implemented as guardrails. Ula Ojiaku:  It's enabling, like you said before, instead of hindering. Mark Schwartz:  And it's lean, because it's very inefficient and wasteful, if you write some code, and then at the very end of the development process, somebody finds a security flaw. And now you have to remember what you were doing. And, you know, go back and relearn your code and make changes then, so that's wasteful, as opposed to lean. It's coercive, as opposed to enabling. And if you're good at doing these things, then you keep updating your guardrails and your security tests based on new security threats you learn about or new policies or whatever. So, you make a learning bureaucracy as well. Ula Ojiaku:  Interesting. In the book as well, you said you want us to be calm, chaos monkeys, knights of Ockham, lean sumo wrestlers, very interesting oxymoron there. And you know, black belt experts, could you tell us more about those terms? Why did you use those terms? Mark Schwartz:  Because they made me laugh of course. Ula Ojiaku: Well, they made me laugh too. Mark Schwartz: So, I thought about what I learned about coping with bureaucracy, especially in my government job, but also from reading and from talking to other people. And I realized I had about, you know, 30 techniques for coping with bureaucracy, I call them plays. And I just grabbed those 30 techniques, but I thought about it, and I realized they divided into three. And the three, I could sort of associate with a personality, almost. You know, that these 10 plays are associated with this personality, these 10 plays are associated with this one. And I came up with these three personalities that I thought describe those plays. And the three personalities are the monkey, and the razor, and the sumo wrestler. And, you know, I think, I could stop right there, because it's probably obvious why I associate those with these plays, but I will go a little further. Ula Ojiaku: Please… Mark Schwartz: So, I realized that some of the things we did, the ones that I call the plays of the monkey, the way of the monkey, those things had to do with provoking. You know, monkeys are mischievous, provocative, and sometimes annoying. And a bunch of the techniques had to do with trying to be provocative. And the razor and I'll give you some examples in a minute. The razor, to me is all about being lean. It's about trimming away waste. And it also refers to the philosophical principle of Ockham's razor. Ockham was a medieval philosopher, right, William of Ockham. And he's generally credited with an idea that something like if you have a choice between a simple explanation, and a complicated explanation, you should prefer the simple one. That's not really what he said. But that's, that's what most people associated with him. That's the principle of Ockham's razor. And, and so it's called a principle of ontological parsimony, meaning, you shouldn't presuppose the existence of more things than you need to, in order to explain something. So, you know, don't make up nymphs. And you know, I don't know, water dryads and whatever's to explain something that you can equally just explain through simple physical laws. Ula Ojiaku:  Just saying, 'keep it simple...' Mark Schwartz:  Yeah, keep it simple, in a way, right? So that's called the principle of ontological parsimony. And I said, there's a similar principle of bureaucratic parsimony, which says that if you're trying to implement a control, and you can do it in a simple way, or you could do it in a really complicated way, do it a simple way. And so, it's a principle of leanness because I find that bureaucracies, when they get bloated, they have these really complicated wasteful ways of doing something that they could they could accomplish exactly the same thing, but in a simpler way. So that's the razor. And then a sumo wrestler. Well, Sumo is the sport where, you know, two massive people sort of bang into each other, right? And the goal is you want to push your opponent out of the ring, or you want to make them fall and touch the ground with something other than their feet. And if you can do either of those things, you win. So, if you're a big massive person and you're trying to accomplish those things, you might think that the best thing to do is charge your opponent and push really hard. But if your opponent then just either dodges or just is soft and lets you push, well, you're probably going to go flying out of the ring, right? So, one of the principles in Sumo is you want to use your opponent's strength against them. And if they push hard, now, go ahead, give them a little pull. And, you know, let them push even harder. And I realized that some of these techniques for overcoming bureaucracy have to do with using bureaucracy actually, on your side, you know, the using the strength of bureaucracy against it. So that's why the sumo wrestler. So, I'll give you examples now on each one, now that I've described my three personalities. So, the monkey does what is sometimes referred to as provoking and inspecting or provoking and observing, in parallel with the Agile principle of inspect and adapt. So, provoke and observe, what the monkey does is try something that's probably outside the rules, or at least is, you know, a borderline and watches what happens. So, an example where we use this is that we have these rules in Homeland Security that essentially said, if you were going to do an IT project, you have to produce 87 documents. And each document had a template, and you have to fill in each section of the template. And these documents would run to hundreds of pages. And so, using the persona of the monkey, let's say, we started to turn in these documents. But in each section of the template, we just wrote a one sentence, one sentence answer, you know, we're very short answer instead of writing pages and pages. And we wanted to see what would happen if we did that, because there was no rule that said, it had to be a really long answer. And eventually, we started to provoke even more, we just left out sections that we thought didn't make any sense for what we were doing. And all of this was unprecedented, you know, it caused a lot of fear. It turned out, and this sometimes happens, that the enforcers of this policy, they were happy when they said, “We've never wanted anybody to write these really long answers to these things, we have to read them. And you know, the intention wasn't to slow people down. As long as you're giving us the right information. That's all we need.” So, in this case, provoking just it turned out that we could defeat a bunch of bureaucracy there, we could, we could make things a lot leaner because nobody objected. But sometimes people do object. And if they do, then you learn exactly what the resistance is, who it is, is resisting, and that gives you valuable information, when you're trying to figure out how to overcome it. So that's the monkey. You know, let's try something a little playful and mischievous, and see what happens. The razor, well, that one follows also on my 87 documents, because we then set up an alternative way of doing things that had only 15 documents. And where there had been 13 gate reviews required for each project. We reduced it to two. And so, all we did, you know, we just used our little razor to trim away all the excess stuff that was in the bureaucratic requirements. And then we showed people that those 15 documents and those two gate reviews accomplished exactly the same thing as the 87 documents and the 13 gate reviews. That's the principle of the razor, that's how the razor works. The sumo wrestler, also a favorite of mine. So, we were trying to convince the bureaucracy to let us do DevOps and to be agile, and it was resisting. And people kept pointing to a policy that said, you can't do these things. And so, we wrote our own policy. And it was a very good bureaucratic policy looked exactly like every bureaucratic document out there. But it essentially said you must use DevOps and you must be agile on it, you know, it set up a perfect bureaucracy around that it's set up ways of checking to make sure everybody was using DevOps. And the theory behind it was the auditors when they came to audit us and said we were being naughty because we were doing DevOps. Their argument was we looked at the policy and we looked at what you're doing, and they were different. And that's the way auditing works. That was the, you know, GAO, the Government Accountability Office, and the Inspector General and all that. So, we figured if we had a policy that said you must do DevOps, and they audited us, well, they would actually be enforcing the policy, you know, they'd be criticizing any part of the organization that was not using DevOps and I thought that's great. So, this is how you use the strength of the bureaucracy against the bureaucracy or not really, against even, you know, it's perfectly good, perfect… Ula Ojiaku:  To help the bureaucracy yeah, to help them to improve, improve the organization. But thinking about the monkey though, being provocative and mischievous, do you think that there has to be an element of you know, relationship and trust in place first, before… you can't just you know… you're new, and you've just gotten through the door and you start being a monkey… you probably will be taken back to wherever you came from! What do you think? Mark Schwartz:  Well, it helps if you're giggling while you do it. But you know, I think the goal here is to figure out the right levers that are going to move things. And sometimes you do have to push a little bit hard, you know, you do need to take people out of their comfort zone. Usually, you want to do these things in a way that takes into account people's feelings, and you know, is likely to move them in the right direction, rather than making them dig in their heels. But I'll give you a couple of examples of Monkey tactics that are less comfortable for people. One is simply, you know, there's a status quo bias. It's a known, well-known cognitive bias; people tend to prefer the status quo or look the other way about it's failings and stuff. So often, when you're trying to make a change, people say, we're fine the way we are, you know, everything's okay. So, one of the things the monkey tries to do is, is to make it clear that the status quo is not acceptable, you know, to show people that it actually if they think about it, it's no good. And so, for example, when we decided to move to the cloud, instead of working in our DHS data center, people said - of course at the time it was a big concern, ‘was the cloud secure enough?' And in the persona of the monkey, the right response is, ‘are we secure enough now?' You know, ‘don't you realize that we're not happy with our security posture today?' ‘It's not like, the cloud has proved itself. I mean, we have to compare our security in the cloud versus our security in the data center. And yes, I'm very sure it'll be better in the cloud and here's why…' But you can't start from the assumption that you are fine right now. In general, when we're talking about the cloud, that's the situation. Companies are using their own data centers. And it's like, you know, we have to teach them that they can do better in the cloud. But the truth is that they're not happy in their own data centers, if they think about it, right? There are security issues, there are performance issues, there are cost issues. And they're aware of those issues, right, they just look the other way. And because they're comfortable with the status quo, so the monkey has to sort of shake people up and say, ‘It's not okay, what you're doing now!' Another example, and this is really harsh, and I wouldn't use it in most cases. But let's say that this was in Homeland Security. Let's say that Homeland Security is enforcing a very bureaucratic process that results in IT projects, taking five years instead of six months. And let's say, you know, the process is there on paper, the rules say, ‘Do this', the people are interpreting the rules in a way that makes things take five years. Sometimes, the monkey has to go to somebody who's in their way and say, ‘We are in the Department of Homeland Security, this IT project is going to make people more secure in the homeland. Are you comfortable with the fact that you are preventing people from being more secure for the next four and a half years, when we could…' You know, it's a matter of personalizing it. And that sometimes is what's necessary to get people to start thinking creatively about how they can change the bureaucracy. You know, ‘I hate to say it, but you're a murderer', you know, essentially is the message. It's a monkey message. And like I said, you know, it's not the preferred way to go about doing things. But if you have to, I mean, the lives of people are at stake, and you've got to find a way to get there. Ula Ojiaku:  So how can leaders because your book, The Art of Business Value, in your book, you said that “leaders create the language of the organization, and they set up incentives and define value in a way that elicits desired outcomes.” So, in essence, I understand that statement to mean that leaders set the tone, and you know, kind of create the environment for things to happen. So, how can leaders implement or apply bureaucracy in a way that enables an organization where, before it was seen as a hindrance, how can they do this? Mark Schwartz:  My thought process was, if we all agree, we're gonna try to maximize business value? How do we know what we mean by it? And I realized, a lot of Agile people, you know, people in our Agile and DevOps community, were being a little bit lazy. You know, they were thinking, ‘Oh, business value, you know, it's returns on investment, or, you know, it's up to the business (to define) what's business value.' The tech people just, you know, do the work of providing a solution. And to me, that's too lazy. If you're going to be agile, be it you have to be more proactive about making sure you're delivering business value. So, you have to understand what it means. You have to actually do the work of, you know, figuring out what it means. And what it means is not at all obvious. And, you know, you might think it has something to do with return on investment or shareholder value or something like that. But when you really closely examine it, that is not the right way to define it, when it comes to deciding what its efforts to prioritize and all that that's, you know, the case that the book makes, and I explain why that's true. Instead, I say you have to think of business value within the context of the business's strategy and its objectives as a business. There's no like, abstract, this has more business value than this because we calculated an ROI or something like that, that doesn't work reprioritizing. It's always asked within the context of a particular business strategy. And the business strategy is a direction from leadership. There might be input from everybody else, but ultimately, you have leaders in the organization who are deciding what the strategic objectives are. So, for example, if you are a traditional bank, or traditional financial services company, and you look around you and you see there are all these new FinTech companies that are disrupting the industry, and you're worried, well there are a lot of different ways you can respond to those disruptive FinTechs. And how you're going to choose to respond depends on your preferences, it depends on the situation of your company, in the industry, the history of your company, all of those things. But of the many ways you can respond to that disruption, you're going to choose one as the leader of your enterprise. Well, what adds business value is whatever supports that direction you choose to go. You can't think of business value outside of that direction, you know. That's the case that I make. So, leaders don't just set the tone and the culture there, they're actually setting strategic direction that determines what has business value. And then the people who are executing the agile teams have to take it upon themselves to make sure that whatever they're doing is going to add business value in that sense.   So, the role of leadership then becomes direction setting and visioning for the future and communicating the vision to the people who are working and providing feedback, you know, on whether things are actually adding business value or not . And that's the key responsibility. Now, in order to do that, in order to motivate people to deliver according to that idea of business value, there are certain techniques as a leader that you have to keep in mind, there are ways that you get people, you get a big organization to sort of follow you. And one of the ones that's become most important to me to think about after talking to a lot of leaders about how they're running their organizations, and what's working, is using middle management as a lever for accomplishing those things. So often, I'll talk to leaders of a business, and they'll say, our problem is the frozen middle, middle management is, you know, they're just not changing the way we want, we want to, we want to cause a big transformation, but middle management is getting in the way. And I tell them, ‘that's pretty much a myth.' You know, ‘that's not actually what's happening, let's look more closely at your organization.' Almost always, middle management is still trying to do the best they can, given the situation that they're in. And the way that you get them to align themselves behind the change is, you change their incentives or their role definition, or how you tell them what you're expecting from them, you don't say “change”, you know, and start doing X and Y, you change what success looks like for their position. And then they adapt to it by becoming engaged and finding ways to get there. So, there's almost always a leadership problem when you have that frozen middle effect. And, and I've seen it work really well that, you know, all of a sudden, you get this big leverage, because you just do a little bit of tweaking of role definitions, and bring everybody into solving the problem. And actually, there's an example, I love to talk about a history book, like I said before, I like to bring in other things, right? It's called the Engineers of Victory. And it's about World War Two, the Allies realized that they had to solve a set of problems, I think there was six or so problems. One of them was how do you land troops on a beach that's heavily defended? They realize they were just not going to be able to win the war until they could do that. But nobody knew how to do it. Because, you know, obviously, the bad guys are there on the beach, they're dug in, they put barbed wire everywhere, and mines, and you know, all this stuff. And it's just going to be a slaughter if you try to land on the beach. So, this book, Engineers of Victory, makes the case that what really won the war, was figuring out those solutions. And who was responsible for figuring out those solutions? It was middle management, basically. It was the, you know, within the structure of the army, it was the people not at the top who had big authority, you know, the generals, and it was not the troops themselves, because they weren't in a position to figure out these things. It was middle management that could see across different parts of the organization that could try things and see whether they worked or not, that, you know, essentially could run their own mini skunkworks projects. And eventually, they came up with the solutions to these problems. So, I think that's very encouraging for the role of middle management, you know, that a lot of problems have to be solved at that layer in order to pull off a transformation. And it really can be done. And this is a beautiful example of it. Ula Ojiaku:  It reminds me of, you know, my experience in a few transformation initiatives. So, the middle, the people who are termed to be in the frozen middle, are, like you said, they want to do what's best for the company, and they show up wanting to do their best work, but it's really about finding out, ‘Where do I fit in, (with) all this change that's happening?' You know, ‘if my role is going away, if the teams are going to be more empowered, that means I'm not telling them what to do, but then what do I do now?' So, the clarity of what the ‘New World' means for them, and what's in it for them, would help, you know, make them more effective. Mark Schwartz: And the mistake that's often made is to say to them, ‘start doing DevOps' or, you know, ‘start doing agile or something.' Because if you don't change the definition of success, or you don't change the incentives that, you know, then it's just, make work and they're going to resist it. You know, if you say your incentive is to get really fast feedback or you know, one of the other goals of DevOps, because of the following reasons, it helps the business this way, so let's try to reduce cycle time as much as possible for producing software. Okay, that's a change in the incentive, or the, you know, the definition of success, rather than just telling somebody you have to do DevOps, you know, read a book and figure it out. Ula Ojiaku:  So, what other books because you mentioned the Engineers of Victory, are there any other books you would recommend for the listener to go check out if they wanted to learn more about what we've talked about today? Mark Schwartz:  Well, I think, you know, obviously, my books referred to War and Peace by Tolstoy, Moby Dick, another great one. You know, you probably need to read my books to figure out why those are the right books to read and Engineers of Victory. As I said, I think that one's a great one. Within the field, there are some DevOps books that that I like a lot, of course, Gene Kim's books, The Phoenix Project, and now The Unicorn Project, the sequel to that. Because those are books that give you a feel for the motivation behind all the things that we do. The Mechanics of Things, there are plenty of books out there that help you learn the mechanics of how to do continuous integration and continuous delivery. And then the cloud is I think it's really transformative. You know, it's the cloud itself is a tremendous enabler. I work at AWS, of course but I'm not saying this because I work at AWS, it's more than I work at AWS because I believe these things. And my teammates have written some good books on the cloud. Reaching Cloud Velocity, for example, by Jonathan Allen and Thomas Blood is a great one for reading up on how the cloud can be transformative. But my other teammates, Gregor Hope, has written a number of books that are really good, Stephen Orban did A Head in the Cloud. So, I think those are all… should be at the top of people's reading lists. And then, of course, I recommend my books, because they make me laugh, and they might make you laugh, too. Ula Ojiaku:  Definitely made me laugh, but they've also given me things to think about from a new perspective. So, I totally agree. And so, where can people find you if they want to reach out to you? Mark Schwartz:  Yeah, LinkedIn is a great place to find me. If you're with a company that is an AWS customer, feel free to talk to your account manager, the sales team from AWS and ask them to put you in touch with me, is another easy way. LinkedIn is kind of where I organize my world from so find me there. Ula Ojiaku:  Okay. Sounds great. And any final words for the audience or for the listeners. Mark Schwartz:  Um, I, I have found that these things that you want to do to take advantage of the digital world, and I think we're all sort of pointing ourselves in that direction, there are these amazing things you can do in the digital world. They're sometimes challenging to get there, but it's very possible to get there. And one thing I've learned a lot at Amazon is the idea of working backwards, you know, you get that picture in your head for where you want to be and then you say to yourself, ‘I can get there. Let me work backwards and figure out what I have to do in order to get there.' And you might be wrong, you know, you should test hypotheses, you start moving in the right direction, and of course, correct as you need to. But you can do it with confidence that others are doing it and you can too no matter what your organization is, no matter how much you think you're a snowflake and you know different from every other organization. You can still do it. And with just some good intention and good thinking you can figure out how to how to get there. Ula Ojiaku:  Thank you so much, Mark. That was a great close for this conversation and again, I really appreciate your making the time for this interview. Thank you. Mark Schwartz: Thanks for having me. Ula Ojiaku: You're welcome.  

On this week's Block Party Podcast presented by Jai Alai IPA, Greg Wolf and Braydon Coburn are joined by Tampa Bay Lightning Head Coach Jon Cooper at the Cigar City Taproom. They discuss why he's paying for Paul Kennedy's dry cleaning, his transition from lacrosse to hockey as a youth, his coaching style and inspirations, how they've integrated new players into the team year after year, and the importance of accountability. Coach Cooper also talks about the greatness of the players he has coached and the challenges of making tough decisions as a coach, why he's never won the Jack Adams Trophy as the top coach and the impact his charity work has made on pediatric cancer research.

 Towards a Grand Theory of the collapse of Societies inspired by the Quran || EP - 1 || Dr. Abdul Baqi Sharaf || Collapse Series In the YouTube video "Towards a Grand Theory of the Collapse of Societies inspired by the Quran," Dr. Abdul Baqi discusses his interest in using the Quran as a comparative lens to analyze existing scholarly works on societal collapse, such as those by Jared Diamond and Paul Kennedy. He believes that the Quran provides valuable insights into the spiritual dimensions of societal collapse, which are often overlooked in these works. Dr. Baqi argues that the root cause of societal collapse is human disobedience to the rules of Allah and the abandonment of prophetic teachings. He plans to explore this topic further in a series of discussions, connecting the secular contents of these works with verses from the Quran. Dr. Baqi also criticizes the limitations of using complex mathematical models to predict societal collapse and emphasizes the importance of recognizing the complexity of historical events and the limitations of human understanding. He encourages scholars to collaborate and enrich contemporary knowledge by incorporating the Quran and Hadith into their research. Dr. Baqi shares the example of Ibn Jinni, who used a mathematical formula from the Quran to predict the liberation of Jerusalem from Crusader control, and emphasizes the potential of using modern tools like AI, computational power, and data analysis to unlock new knowledge from the Quran. #GrandTheory #collapseofSocieties #sociology #spirituality #humanbehavior #complexities #EnvironmentalFactors #EconomicDynamics #politicalinstability #socialcohesion #CulturalDynamics #TechnologicalImpact #ExternalPressures #ExternalPressures #FeedbackLoopsandComplexInteractions #QuranicSocietalCollapseTheory #CollapseTheoryInspired #QuranicPerspective #SocietalDeclineInquiry #QuranicScholarship #SocietalCollapseDebate #QuranicInsights #SocietalDynamics #QuranicInspiration #CollapseTheoryDevelopment #SocietalReflections

We're watching the Netflix original Irish Wish this week, and no, we still can't say the title. Maddie, a book editor in NYC with big dreams of writing stories of her own, is in love with her author, Paul Kennedy. Unfortunately for Maddie, Paul falls for her best friend, and with days to go before the wedding, Maddie makes a wish that she were marrying Paul and not Emma. Saint Brigid hears her and gleefully grants her wish. Too bad Maddie's kind of starting to like that James guy she keeps bumping into. Irish Wish stars Lindsay Lohan,  Ed Speleers, Alexander Vlahos, Dawn Bradfield and Jane Seymour.Email us at MadeMePodcast@gmail.comFind us on:Facebook: www.facebook.com/MadeMePodcastInstagram: https://www.instagram.com/myhusbandmademedoit/ Podcast artwork by Anna Eggleton of Treehouse Lettering & Design: https://www.treehouseletteringanddesign.com/

On this week's Block Party Podcast presented by Jai Alai IPA, Greg Wolf and Braydon Coburn are joined by Tampa Bay Lightning Head Coach Jon Cooper at the Cigar City Taproom. They discuss why he's paying for Paul Kennedy's dry cleaning, his transition from lacrosse to hockey as a youth, his coaching style and inspirations, how they've integrated new players into the team year after year, and the importance of accountability. Coach Cooper also talks about the greatness of the players he has coached and the challenges of making tough decisions as a coach, why he's never won the Jack Adams Trophy as the top coach, his time as an analyst on TNT, and his charity work and the impact he has made on pediatric cancer research.

Twenty-four years ago, Massey lecturer Michael Ignatieff delivered five talks that explored the powerful rise of the language of 'rights' in Canada and other industrialized nations. Michael Ignatieff speaks with former IDEAS host Paul Kennedy to reflect on his talks — and how the rights revolution continues to shape politics today, often in unexpected ways. *This episode is part of an ongoing series of episodes marking the 60th anniversary of Massey College, a partner in the Massey Lectures.

Dave Mishkin and Greg Linnelli preview tonight's Lightning-Blue Jackets game, discuss the MVP race and talk about Mikhail Sergachev's return to practice. They are joined by Bally Sports' Paul Kennedy.

Tina and Hillary cover former Ocean Gate mayor, Paul Kennedy. Paul Kennedy served as mayor of Ocean Gate beginning in 2007. BUT after years of deceit, he finally paid the price for profiting off the town. Sources Tina's Story app Ex-Ocean Gate mayor pleads guilty to ‘pattern of official misconduct;' jailtime expected (https://www.app.com/story/news/local/ocean-county/2023/09/22/former-ocean-gate-nj-mayor-pleads-guilty-to-official-misconduct/70934661007/)--by Erik Larsen NJ Gov't auctions, parking meter revenue. Former N.J. mayor admits pocketing town's money (https://www.nj.com/ocean/2023/09/govt-auctions-parking-meter-coins-former-nj-mayor-admits-pocketing-towns-money.html).--Chris Sheldon New Jersey Globe Jersey Shore Mayor Who Stole Money From Parking Meters Gets Three Years In Prison (https://newjerseyglobe.com/local/jersey-shore-mayor-who-stole-money-from-parking-meters-gets-three-years-in-prison/)--David Wildstein Ocean City's Prosecutor's Office FORMER OCEAN GATE MAYOR SENTENCED TO STATE PRISON FOR PATTERN OF OFFICIAL MISCONDUCT (https://ocponj.gov/former-ocean-gate-mayor-sentenced-to-state-prison-for-pattern-of-official-misconduct/) Photos Paul Kennedy Mug Shot (https://patch.com/img/cdn20/users/25866962/20220512/122901/styles/patch_image/public/paul-kennedy-2___12122843612.png?width=1200)--from Ocean Country Prosecutor's Office via Patch Paul Kennedy (https://newjerseyglobe.com/wp-content/uploads/2022/03/Paul-Kennedy-3.png)--from Facebook via New Jersey Globe

On today's show, we are going to break down the USMNT's recent friendly against Slovenia which they lost 0-1. We'll also look ahead to their next window which will be the Nations League Finals in March. To help me do all that, I've invited Paul Kennedy to join the show. Paul is the Editor in Chief & General Manager of Soccer America. He began writing for Soccer America in 1974 and has been its editor since 1985. He started writing on soccer for France Football in 1978 and has been on its Ballon d'Or jury since 2007. He resides in Albany, California, where Soccer America was founded in 1971. You can follow Paul on X at: @pkedit Here And Abroad is produced by me, Frank Garza. You can follow me on X at: @FrankGarza007

The legendary editor of Soccer America joins the podcast to discuss soccer, the upcoming World Cup, and the state of soccer journalism. 

Last week, the government upgraded its estimate for quarterly economic growth to a 5.2% annualized rate. But what really drove that growth? Meanwhile, Amazon quietly became the biggest parcel delivery business in the United States...but how? And what will happen to the economy downstream when the economic impact of the UAW strike hits manufacturers and suppliers? This week, we're joined by guest Paul Kennedy, CEO of Dakota Supply Group, to help unravel the mysteries of this economic data. In addition, we'll look at some surprising developments in AI (and spoiler alert, it's not about Sam Altman).Join the conversation each week on LinkedIn Live.Want even more insight to the stories we discuss each week? Subscribe to the Around The Horn Newsletter.You can also hear the podcast and other excellent content on our YouTube Channel.Follow us on Facebook, Twitter, Instagram, or TikTok.

This is the fourth of 6 episodes where you'll hear from movers and shakers in the printing, typography and design spaces who make space for others through their creation of national and global communities. In this episode, we have living print legend, Amos Paul Kennedy Jr.! Amos Paul Kennedy Jr. is an American printer, book artist and papermaker who has been puttin' ink on paper since 1949. You'll hear how Amos describes himself and his work, his entry point into printing and his counter-cultural (wise!) advice of setting low-expectations. You'll also hear Amos' experimental approach to making multiples, the way in which his signature printing process was born, and how systemic injustices can negatively impact creative living and making. Finally, you'll hear about Amos' labour-of-love community printing space in Detroit, Michigan: The Pile of Bricks.I'm all about interesting projects with interesting people! Let's Connect on the web or via Instagram. :)

–The Pipeline Podcast – Ep 271 - Trench Talk: Paul Kennedy, Surety (Bonding) Agent  – With Scott Jennings In this episode of The Pipeline Podcast, Scott Jennings and Paul Kennedy, each with over thirty years of experience in the construction industry, provide valuable insights into the core concepts of bonding. They cover essential topics, including defining bonding, bid bond costs, initiating the bonding process for new company owners, the significance of the three C's, final bonds, and the financial prerequisites for securing a bond. The discussion also explores how bonding capacity is calculated, the role of indemnity agreements, and what happens in challenging situations. This podcast is a valuable resource for those navigating the intricacies of construction bonding or just looking to understand the basics of bonding. I hope you find this episode as informative and as exciting as we have. Please let us know your thoughts about the episode! Connect with Scott Jennings, host of The Pipeline Podcast: Website:     http://sjcivil.com LinkedIn:     www.linkedin.com/in/scott-jennings-p-e-1435103 Email:   sj@sjcivil.com   Subscribe to the Podcast: http://sjcivil.net/podcast/ https://anchor.fm/sjccsitesurvey --- Support this podcast: https://podcasters.spotify.com/pod/show/sjccsitesurvey/support

Japan had grote dromen in de Tweede Wereldoorlog. Het land wilde een imperium, net als andere grootmachten. Maar de Japanners waren militair minder vindingrijk dan tegenstanders. Dat liep desastreus af. Maarten⁠⁠⁠⁠ en ⁠Tom⁠ leggen uit hoe de Japanners enorme onderzeeërs bouwden, die weinig effectief waren. Met alle gevolgen van dien. Inhoud is gebaseerd op het boek Engineers of Victory van historicus Paul Kennedy. Praat door met luisteraars op WhatsApp.

  Have you ever wanted to show off your beard or mustache skills? Well, now is the time! Join us for the Blue Beard Challenge Beard & Moustache Online Competition sponsored by Honest Amish and benefitting Zero Prostate Cancer. Not only will you have a chance to showcase your facial hair, but you'll also be supporting a great cause. Our guests, Shawn Supers of Zero Prostate Cancer and our friend-and ambassador of Zero Prostate Cancer, Paul Kennedy-will talk about how this all came together and all the info you need! Zero's Grow & Give campaign has been working tirelessly since 2014 to raise awareness and funds for prostate cancer. By donating just $25 per category, you can make a difference in the lives of those affected by this disease. And let's not forget about the prizes! The top three entries in each category will receive a prize sponsored by Honest Amish. So get creative and submit your best mustache, partial beard, full beard under 12", full beard over 12", craft beards, freestyle or blue beards (for the prostate cancer cause)! Entering is easy - simply head over to http://support.zerocancer.org/goto/Bluebeard and donate $25 per category that you wish to enter. And if you're feeling extra generous, consider donating more to help Zero raise money for awareness, education and patient assistance. https://zerocancer.org/grow But don't wait too long! Entries can be posted from November 1st through November 30th, so start growing and get ready to show off your amazing facial hair! Participants will donate $25 to enter into the competition per category. Each entry donation represents one submission to the category of their choosing. There will be seven categories to choose from: ■ Mustache ■ Partial Beard ■ Full Beard under 12" ■ Full Beard over 12" ■ Craft Beards ■ Freestyle ■ Blue Beards - for the prostate cancer cause! Rock A Boldly Blue Style: Add some blue to your look to stand for those at-risk in your life. get creative! It all counts. All entries will be reviewed by our panel of stache-tastic judges, and winners will be announced during Zero's Happy Hour Celebration on Thursday, December 7th from 4-5pm ET. There will be prizes for the top 3 entries per category sponsored Honest Amish! HOW TO ENTER: The competition is 25$ per category, but you can also donate more if you want to help Zero raise money for awareness, education and patient assistance. Make your donations at: http://support.zerocancer.org/goto/Bluebeard Click the "DONATE NOW" button. Then choose a donation amount. You can use one of the preset donation amounts or use the "OTHER" option for your 25$ entry donation. Don't use the "JOIN TEAM" button for your entry, but.... if you would like to join the team and raise additional funds for Zero then click that button and you will create your own fundraiser page to share. In the "SHOW MY NAME AS" box use your Facebook profile name so we can match you donation to your entry in the competition. Entries Can be posted to the event November 1st through November 30th. At that time we will have a post for each category in the event page. Participant will submit one 30 second video as a "comment" to the specific category post and up to 3 pics as a "reply" to your video comment (if you are in one of the full beard categories, one pic will need to show a length measurement. Use a ruler or tape measure in the pic showing the measurement from the bottom of the lower lip to the longest point.) Thank you for everything you are doing to help this cause! For more information about Zero, visit zerocancer.org/grow   We hope you enjoy the episode, feel free to reach out to us by emailing us at talkingbeards1@gmail.com with any comments or to update us on your competition or charity event.   Zero Prostate Cancer https://zerocancer.org/ https://www.facebook.com/ZeroProstateCancer   Blue Beard Challenge Beard & Moustache Competition https://fb.me/e/1eOV0woCv   Paul Kennedy https://www.facebook.com/paul.kennedylmt   Shawn Supers https://www.facebook.com/shawnksupers     Talking Beards website www.talkingbeards.com   The Beard Calendar https://thebeardcalendar.com/   Please check out our friends at Honest Amish and try one of the best selling beard brands available!!! Honest Amish- use promo code "talkingbeards" to save 15% https://www.honestamish.com   Grooming Emporium https://www.thegroomingemporium.org/   SUBSCRIBE to the Talking Beards podcast by going to- www.thebeardcaster.com/subscribe   Talking Beards Store https://teespring.com/…/talking-beards-3   BS Buttons Beard Bulletin Board- let us know about something you want to promote https://www.facebook.com/groups/407082256748940   BS Buttons on Facebook-order your buttons through this link- https://www.facebook.com/groups/872390072895713/   Aaron D. Johnston- Aaron D Johnston- Facebook https://www.facebook.com/aaron.d.johnston1 Aaron D. Johnston-Instagram https://www.instagram.com/aarondjohnston   Scott Sykora Scott Sykora- Facebook https://www.facebook.com/scottsykora Scott Sykora- Instagram https://www.instagram.com/scottsykora/   Check out our other great shows on Talking Beards-The Network www.talkingbeards.com/the-network Talking Beards is available of the KPNL Network-go check out other various “strange” shows- KPNL RADIO http://www.kpnl-db.com/   THE NEW HOME OF THE TALKING BEARDS NETWORK https://www.youtube.com/c/TalkingBeards/featured #beard #beards #facialhair #talkingbeards #thebeardcaster #mustache #moustache #beardoil #mustachewax #honestamish #beardcompetitions  

Het leger van Nazi-Duitsland, de Wehrmacht, was onverslaanbaar sterk. Zeker in de eerste jaren van de Tweede Wereldoorlog. Ook later werden de Duitsers geprezen om hun enorme vechtlust. Waarom waren de nazi's zo goed in vechten? ⁠Maarten⁠⁠⁠⁠ en host Tom Jessen⁠ leggen het uit aan de hand van het boek Engineers of Victory van de bekende historicus Paul Kennedy. Praat door met luisteraars op WhatsApp.

Terry's Titans report, Aaron Rodgers' injury status, Mel Tucker denies claims, Tony Basilio talks Tennessee/Florida, Kelly's SEC power rankings, Stat of the Day, Paul Kennedy talks Florida Gators, and Bet of the Day.

Have you ever wondered just how the United States transformed from a weak power to a hyperpower in the international arena? Today, we honor the victims of the attacks on New York and Washington DC on 9/11 and those who have fought the War on Terror since 2001.   Prepare yourself for an insightful journey into the depths of American foreign policy as we dissect the riveting narrative presented in Michael Mandelbaum's 'The Four Ages of American Foreign Policy Great Power, Superpower, Hyperpower'. We'll peel back the curtain on America's strategies throughout history, starting from 1765, as it maneuvered to preserve its independence against robust rivals.This episode promises to challenge your perceptions and stimulate a new understanding of US foreign policy. Tune in for an enlightening exploration!Key Points from the Episode:How the US navigated any foreign entanglements in the country's infancy.  Free market capitalism grew and contributed greatly after the Civil War especially to its power as global power.   Fasten your seatbelts as we traverse the post-World War Two terrain, exploring how America emerged as a superpower and subsequently transformed into a hyperpower after the Cold War. Drawing on Paul Kennedy's discerning perspectives on America's maritime supremacy and its power disparity with the rest of the world, we'll delve into the major accomplishments and pitfalls in US foreign policy during these eras. Prepare to engage with thought-provoking questions about policy errors made due to the absence of restraints, and how some US objectives proved to be beyond even its own immense power. Has US foreign policy had any successes since becoming a hyper power after 1996?Other resources: More goodnessGet your FREE Academy Review here!Get our top book recommendations list Get new podcast episodes dropped into your email box easilyWant to leave a review? Click here, and if we earned a five-star review from you **high five and knuckle bumps**, we appreciate it greatly, thank you so much!Because we care what you think about what we think and our website, please email David@teammojoacademy.com, or if you want to leave us a quick FREE, painless voicemail, we would appreciate that as well.

Following WWII, the United States created a world order that catapulted it to preeminent global power status at the end of the Cold War. Yet, events of the past few years have signaled that U.S. relative power is declining. From the rise of a multipolar world to domestic divisions at home, the future of the U.S. is uncertain. By what measures should we be assessing global power and how does the U.S. fare? And what should be the main priorities for the U.S. in this changing international scene?Follow us at:Network2020.orgTwitter: @Network2020LinkedIn: Network 20/20Facebook: @network2020Instagram: @network_2020"Sunrise Expedition" by Joseph McDadeFollow us at:Network2020.orgTwitter: @Network2020LinkedIn: Network 20/20Facebook: @network2020Instagram: @network_2020

Join Dr. Paul Kennedy, a renowned Pediatric Dentist and CEO of Kennedy Dental Care, along with Shelia Taylor, the Chief Operating Officer, as they delve into the intricate journey of scaling a dental practice while maintaining a solid cultural foundation. In this insightful episode, Dr. Kennedy and Shelia share their experiences of overcoming challenges, building trust, and fostering a thriving team culture. From starting with a single location to expanding to multiple offices, they discuss key lessons learned, the importance of consistency, the power of caring for patients and team members, and the strategies they have employed to successfully replicate their core values across different locations. Join us to gain valuable insights into leadership, team dynamics, and the gradual integration of a winning culture within a growing dental practice! [01:38] Building a Legacy of Dental Excellence: A Journey of Growth, Leadership, and Cultural Foundation [10:11] Fostering Growth: Cultivating a Collaborative and Supportive Dental Tribe [15:18] Lessons from the Shadows: Navigating Trust and Overcoming Painful Setbacks in Scaling [19:22] Resilience through Trials: Rebuilding Trust and Reinforcing Security in Scaling Dental Practice [24:06] Personal Reflections: Navigating Career Choices, Team Training, and Rebuilding Trust After Setbacks [28:03] Embracing Risks and Collaborating for Growth: Tales of Expansion, Lessons Learned, and Resilient Partnerships [35:27] Fostering a Culture of Care, Consistency, and Growth: Insights from Dental Practice Expansion   Resources: Connect with Dr. Paul and Shelia: LinkedIn: linkedin.com/in/paul-kennedy-3619833/ LinkedIn: linkedin.com/in/shelia-taylor-bb2a7420a/

Shane Hannon ran into 'the perfect hybrid' Kerry and Dublin supporters while wandering around The Kingdom. Catch OTB's sports breakfast show LIVE weekday mornings from 7:30am or just search for OTB AM and get the podcast on the OTB Sports app or wherever you listen to yours. SUBSCRIBE and FOLLOW the OTB AM podcast. #OTBAM is live weekday mornings from 7:30am across Off The Ball.

In Episode 9 of Lightning Lore, Paul Kennedy talks with Tampa Bay Lightning Founders Phil Esposito and Henry Paul to discuss where the franchise is 30 years after they founded it.

In Episode 9 of Lightning Lore, Paul Kennedy talks with Tampa Bay Lightning Founders Phil Esposito and Henry Paul to discuss how they named the expansion franchise and more.

The editor of Soccer America first interacted with the U.S. Soccer Federation when it was run out of a leased office at the Empire State Building, and he remains one of the organization's closest observers 50 years later. He joined Watke and Belz to discuss Berhalter's re-hiring, the search, federation finances, equal pay, NWSL finances, and much more. Second half of the interview is available only to patrons. Link below.---- 

Our guest today is Napoleonic Era naval historian Evan Wilson! Evan is an associate professor in the John B. Hattendorf Center for Maritime Historical Research at the US Naval War College in Newport, Rhode Island, where he also co-directs the Graduate Certificate in Maritime History. He was previously the Associate Director of International Security Studies at Yale University and a Caird Senior Research Fellow at the National Maritime Museum, Greenwich, Connecticut. He earned a BA in History at Yale University, an MPhil in Modern European History from Cambridge, and a PhD in History from the University of Oxford. Evan is the author of The Horrible Peace: British Veterans and the End of the Napoleonic Wars (University of Massachusetts Press - use promo code MAS073!) and A Social History of British Naval Officers, 1775–1815 (The Boydell Press). He is also the co-editor of numerous volumes, including Navies in Multipolar Worlds: From the Age of Sail to the Present (Routledge) with Paul Kennedy, Eighteenth-Century Naval Officers: A Transnational Perspective (Palgrave), with Jakob Seerup and AnnaSara Hammar, and Strategy and the Sea: Essays in Honour of John B. Hattendorf (The Boydell Press) with N.A.M. Rodger, J. Ross Dancy, and Benjamin Darnell. His articles have appeared in The Mariner's Mirror, the Journal of Military History, the English Historical Review, and the Journal for Maritime Research, among others. In 2018, Evan was awarded the Sir Julian Corbett Prize in Modern Naval History by the Institute of Historical Research. He is a fellow of the Royal Historical Society and sits on the Editorial Board of the University of Massachusetts Press's monograph series Veterans. Finally, we're showing some more love for naval history and the Napoleonic Era! Join us for a very interesting chat with Evan - we'll talk Partick O'Brian novels, veterans of the Napoleonic wars, teaching at a prep school then at a senior-level professional military education institution, Radiohead, and other topics, all while Bill and Brian can't seem to get their Rapid Fire questions straight! Shoutout to Ralph's BBQ in Weldon, North Carolina, located just off I-95 at exit 173! Rec. 05/16/2023

Paul Kennedy is the President and CEO and Melissa Lunak is the Chief Human Resources Officer for Dakota Supply Group.

The ABC Sports presenter describes his life at 17, a year dominated by football, girls, beer, and a serial killer stalking his neighbourhood (R)

The ABC Sports presenter describes his life at 17, a year dominated by football, girls, beer, and a serial killer stalking his neighbourhood (R)

0:00 -- Intro.2:00 -- Start of interview.2:28 -- Karen's "origin story".3:24 -- Her management career at Procter & Gamble, Bain & Co (focusing on property and casualty insurance), Berol, GM, ICG and Ford (where she led the Corporate Venture Capital Group).11:12 -- Her transition to SF/Bay Area and tech  as CEO of Publicis & Hal Riney and AcademixDirect.13:23 -- Distinctions between operating in startups and public companies.14:20 -- On her board journey:Past board positions: portfolio companies from Ford's Corporate Venture Capital Group, Hanover Insurance (NYSE), AutoNation (NYSE), Circle Graphics, Telenav (ex Nasdaq), Dynamic Signal, and Renivent TechPartners Y (SPAC on Nasdaq).Current Board positions: Nauto, Metawave, Wind River, TPG Global (*Sr Advisor), CelLink (Chair), Vontier (Chair)(NYSE) and Polestar (Nasdaq).16:57 -- On distinctions between PE-backed and VC-backed company boards (and the role of independent directors in each).21:00 -- On serving as a director of a SPAC company (and distinctions between SPAC companies and the resulting public company from de-SPAC transactions. She's served on both capacities: with Reid Hoffman's Renivent TechPartners Y and Polestar (joining after it went public via a de-SPAC transaction).24:34 -- On serving in international company boards.30:50 -- The challenges and opportunities of the automotive industry's transition to EV. The impact of Tesla and Government incentives.36:02 -- On the role of Chair and/or lead independent directors. "Fundamentally, the Chair or Lead Independent Director is the CEO's Person."39:19 -- On the separation of the Chair and CEO roles. 41:47 -- Her advice on board evaluations.45:50-- Her take on ESG and the anti-ESG backlash. "The #1 target audience for this work is the employee base." "In today's world, talent is one of the most important and scarce assets that a company has, and any shareholder should care if the company is retaining talent."51:49 -- The books that have greatly influenced her life: The Rise and Fall of Great Powers, by Paul Kennedy (1987)Her Economics and French books in college.52:57 -- Her mentors, and what she learned from them. John Smale, former CEO of P&G and Chair of GM.Shelly Zimbler, former head of sales at P&G.53:56 --  Quotes she thinks of often or lives his life by: "Life is short."54:58 --   An unusual habit or an absurd thing that he loves: wine making. She owns a winery, Limerick Lane Cellars, in Healdsburg, California.56:42 -- On the impact of the collapse of SVB in the wine and tech industry.59:39 --   The living person she most admires: Oprah Winfrey.Karen C. Francis  is a Silicon Valley based corporate director with a strong track record of successfully building companies and businesses across multiple industries. Karen has deep domain knowledge in the automotive and advertising sectors and has embraced the opportunities that technology disruption is creating globally.__ You can follow Evan on social media at:Twitter: @evanepsteinLinkedIn: https://www.linkedin.com/in/epsteinevan/ Substack: https://evanepstein.substack.com/__Music/Soundtrack (found via Free Music Archive): Seeing The Future by Dexter Britain is licensed under a Attribution-Noncommercial-Share Alike 3.0 United States License

Paul Kennedy is a young, driven entrepreneur who has squeezed a lot into his first 29-years here on earth. (Including survivng a car accident, building a creative marketing agency, travelling to 38 different countries, making content for Floyd Mayweather and meeting the likes of Andrew Tate, KSI and Jake Paul). In today's episode we talked about: Why the car accident was a turning point in his life How he went from selling sweets in school to charging his teachers for pirated mp3s Travelling the world with no budget The transition between doing the work yourself and managing other people to do it His incredible backstory to how he met and started working with Tyson Fury What you need to do to keep clients forever And his advice to any 18-year-old starting out in life Check it out. // https://bestofbelfast.org/stories/paul-kennedy //

Part 1 of 2 on the Anglo-German Naval Race. We start with a modern theorist, Paul Kennedy, and his thesis that industrial power translates to military power. Then some earlier imperialist theorists we've mentioned before: Mahan and Mackinder, who Justin finally read. Then, the practitioners of naval power, Admiral Tirpitz on the German side and … Continue reading "World War Civ 14a: Anglo-German Naval Race pt1 – Theorists and Practitioners of World Domination"

In accounts of the Second World War, the role Navy's played is often overlooked. But the Navy's of both the Allied and Axis forces engaged in some of the biggest maritime campaigns in history. From near total elimination of forces, to epic sea battles, the Second World War changed seafaring conflict and naval power forever. So what can we learn about this period in history, and what are some of the stand out moments?In this episode, James joined renowned military historian Paul Kennedy at Yale University, to dive into this moment of history. Together, they explore the history of the Royal Navy and the other naval powers of WW2; examining their ferocious maritime campaigns and answering the question, how were the Allies were finally able to achieve victory at sea?Paul's book Victory at Sea is available here.The Senior Producer was Elena GuthrieThe Assistant Producer was Annie ColoeMixed & edited by Aidan LonerganFor more Warfare content, subscribe to our Warfare newsletter here. If you'd like to learn even more, we have hundreds of history documentaries, ad free podcasts and audiobooks at History Hit - subscribe today! Hosted on Acast. See acast.com/privacy for more information.

On this week's Block party, Greg Wolf and Braydon Coburn are joined by Bally Sports Sun's Paul Kennedy to discuss his journey to Tampa Bay and the Lightning broadcasts, if he ever gets nervous, broadcasting gaffes on-air, his most awkward interview, pronouncing players names, favorite places to travel on the job and more.

In this episode Dr Sam Willis speaks with Professor Paul Kennedy about the fundamental change in the balance of naval power and the strategic landscape that occurred in the Second World War. By the end of the war, the Italian, German, Japanese and French navies had been all but eliminated; the era of the big-gunned surface vessel ended; and America had risen as an economic and military power larger than anything that world had ever seen before. Paul Kennedy is the J. Richardson Dilworth professor of British History at Yale most well known for his 1976 book The Rise and Fall of British Naval Mastery. In this episode Paul brings his sweeping insights to the question of seapower in World War Two. Hosted on Acast. See acast.com/privacy for more information.

Revitalized after his latest struggle with COVID, Jonah invites AEI senior fellow and foreign policy expert Michael Rubin back to the Remnant to discuss how America should respond to challenges posed by China, Russia, and the Middle East. Should the U.S. government embrace regime change? What's at stake for the West in Taiwan and Ukraine? And should we be optimistic about liberalism in China and Iran?Show Notes:- Michael's page at AEI- Michael: “Why Is the US Never Prepared for Regime Change?”- The Chicken Kiev speech- Paul Kennedy's The Rise and Fall of the Great Powers- Lin Wells' memo to Donald Rumsfeld