Daniel P. Driscoll

And what that specifically means is there are all sorts of moments on any given mission where it is complicated, it is unpredictable, you don't know what to do.

But with Commander's intent, I don't have to wait.

I can say, I think I know what you wanted me to do.

I'm going to innovate in this moment.

I'm going to make a decision.

I'm going to be scrappy and I'm going to go get the job done.

What other nations do and what China does is they are a lot more myopically focused of, I've told you to walk 100 yards to the right, stand there, don't move until I give you the next order.

And that can work in some moments.

It works really well on parade fields.

It works really well

at personifying this idea of leadership.

But in a moment, and you know this, Sean, when the bullets start to fly, you need men and women on the ground who feel empowered to go win the fight.

And that scrappiness is what the American GI has had for so long.

And I don't think, if you look at China's leadership structure, I think the farther you get out from their core decision-making body, the worse the outcomes typically are.

And I think they know that.

So no critical thinking on the ground

without immediate leadership there.

I would guess they would self-identify as that being a problem.

And I think the problem with all of this is this is new to humanity kind of stuff.

This is the ability to, through Neuralink, hook your brain up to a computer and what you can do with that and what you can do with the mixture of human machine and what you can do with drones kind of swarming around our ISVs as we go into conflict and just all of these different iterations of once if quantum computing comes and the speed of decision making, the ability to process complex information quickly.