Shyam Sankar

If you somehow had someone do my role where we were just swapping every two to three years, I can't even imagine how much further behind we would have been. So that's one aspect of personnel. The second aspect is... With AI and the AI revolution, people think, oh, it's going to make the median person better. That's true. But it's going to make the very best person superhuman.

And so in a lethal context, in defense context, that means that's the only thing that matters. Like, who are the very best people? How do we give them the decision advantage to win? And that then, as a consequence, you have to think about who are your best people.

And so in a lethal context, in defense context, that means that's the only thing that matters. Like, who are the very best people? How do we give them the decision advantage to win? And that then, as a consequence, you have to think about who are your best people.

And so in a lethal context, in defense context, that means that's the only thing that matters. Like, who are the very best people? How do we give them the decision advantage to win? And that then, as a consequence, you have to think about who are your best people.

I'll tell you one of the combatant commands, I won't get into all the details, but one of the combatant commands, there is a major, prior police officer, joined the service late, Army major, he does the work of 100 people. No shit, 100 people, kinetic strikes around the world that are being driven by his work. I don't think the military has ever been in a position where it's that asymmetric.

I'll tell you one of the combatant commands, I won't get into all the details, but one of the combatant commands, there is a major, prior police officer, joined the service late, Army major, he does the work of 100 people. No shit, 100 people, kinetic strikes around the world that are being driven by his work. I don't think the military has ever been in a position where it's that asymmetric.

I'll tell you one of the combatant commands, I won't get into all the details, but one of the combatant commands, there is a major, prior police officer, joined the service late, Army major, he does the work of 100 people. No shit, 100 people, kinetic strikes around the world that are being driven by his work. I don't think the military has ever been in a position where it's that asymmetric.

And so that has a lot of consequences for your force structure and how you think about who should be in what role. What are you going to lose when that person rotates out? You know, and then our ability, you know, because the more we took, when I said earlier, Palantir thinks of itself as a artist colony, as opposed to a factory, we didn't talk about what is a factory.

And so that has a lot of consequences for your force structure and how you think about who should be in what role. What are you going to lose when that person rotates out? You know, and then our ability, you know, because the more we took, when I said earlier, Palantir thinks of itself as a artist colony, as opposed to a factory, we didn't talk about what is a factory.

And so that has a lot of consequences for your force structure and how you think about who should be in what role. What are you going to lose when that person rotates out? You know, and then our ability, you know, because the more we took, when I said earlier, Palantir thinks of itself as a artist colony, as opposed to a factory, we didn't talk about what is a factory.

To me, a factory is a place where you have this linear progression, you have this chart. Here's the ladder you climb, here are the rules, here are the experiences, everything's mapped out. And that gives the human a lot of comfort. It gives the institution comfort. It's easy to understand what to do.

To me, a factory is a place where you have this linear progression, you have this chart. Here's the ladder you climb, here are the rules, here are the experiences, everything's mapped out. And that gives the human a lot of comfort. It gives the institution comfort. It's easy to understand what to do.

To me, a factory is a place where you have this linear progression, you have this chart. Here's the ladder you climb, here are the rules, here are the experiences, everything's mapped out. And that gives the human a lot of comfort. It gives the institution comfort. It's easy to understand what to do.

You don't have to really think that hard about what comes next or answer hard questions like, am I growing? Or any of these things that people have legitimate questions around. But what it does is deprives you of the sense of, what is this human really good at? What are they world class at? What is their superpowers? And how do I maximize that use for lethality?

You don't have to really think that hard about what comes next or answer hard questions like, am I growing? Or any of these things that people have legitimate questions around. But what it does is deprives you of the sense of, what is this human really good at? What are they world class at? What is their superpowers? And how do I maximize that use for lethality?

You don't have to really think that hard about what comes next or answer hard questions like, am I growing? Or any of these things that people have legitimate questions around. But what it does is deprives you of the sense of, what is this human really good at? What are they world class at? What is their superpowers? And how do I maximize that use for lethality?

You can see that sort of thinking in JSOC, smaller community, more primacy to the outcomes that need to be driven, higher stakes, but the big machine loses that qualitative sense. And so I think that's gonna be really important. When I think about the most important projects we've been involved with, There were really a handful of commanders who were so insightful.

You can see that sort of thinking in JSOC, smaller community, more primacy to the outcomes that need to be driven, higher stakes, but the big machine loses that qualitative sense. And so I think that's gonna be really important. When I think about the most important projects we've been involved with, There were really a handful of commanders who were so insightful.

You can see that sort of thinking in JSOC, smaller community, more primacy to the outcomes that need to be driven, higher stakes, but the big machine loses that qualitative sense. And so I think that's gonna be really important. When I think about the most important projects we've been involved with, There were really a handful of commanders who were so insightful.

I think they might be offended to hear me describe them this way, but they are what we would call in Silicon Valley product managers. They are the people with the vision of what they need the software to do so that they can accomplish this thing in the world. And they would not see it as below them.