Vivek Ramaswamy

And once you've done that, then you lose the ability to track the best and the brightest because in order for somebody to achieve the maximum of their potential, they have to know what it's towards. There has to be a mission in the first place. Then you're not getting the best and brightest. You get more from the committee class, and that becomes – a self-perpetuating downward spiral.

And once you've done that, then you lose the ability to track the best and the brightest because in order for somebody to achieve the maximum of their potential, they have to know what it's towards. There has to be a mission in the first place. Then you're not getting the best and brightest. You get more from the committee class, and that becomes – a self-perpetuating downward spiral.

And once you've done that, then you lose the ability to track the best and the brightest because in order for somebody to achieve the maximum of their potential, they have to know what it's towards. There has to be a mission in the first place. Then you're not getting the best and brightest. You get more from the committee class, and that becomes – a self-perpetuating downward spiral.

And that is what the blob of the federal bureaucracy really looks like today.

And that is what the blob of the federal bureaucracy really looks like today.

And that is what the blob of the federal bureaucracy really looks like today.

It's what it does. I mean, that's just by the nature of a bureaucracy. It creates sand in the gears to slow down whatever the other process was. Is there some room for that somewhere in certain contexts? Sure. It's like a defensive mechanism that's designed to reduce dynamism. But I think when you...

It's what it does. I mean, that's just by the nature of a bureaucracy. It creates sand in the gears to slow down whatever the other process was. Is there some room for that somewhere in certain contexts? Sure. It's like a defensive mechanism that's designed to reduce dynamism. But I think when you...

It's what it does. I mean, that's just by the nature of a bureaucracy. It creates sand in the gears to slow down whatever the other process was. Is there some room for that somewhere in certain contexts? Sure. It's like a defensive mechanism that's designed to reduce dynamism. But I think when you...

when that becomes cancerous in its scope, it then actually kills the host itself, whether that's a school, whether that's a company, whether that's a government. And so the way I think about it, Lex, is there's sort of a balance of distributed power.

when that becomes cancerous in its scope, it then actually kills the host itself, whether that's a school, whether that's a company, whether that's a government. And so the way I think about it, Lex, is there's sort of a balance of distributed power.

when that becomes cancerous in its scope, it then actually kills the host itself, whether that's a school, whether that's a company, whether that's a government. And so the way I think about it, Lex, is there's sort of a balance of distributed power.

And I don't mean power in the Foucault sense of social power, but I mean just sort of power in the sense of the ability to affect relevant change in any organization between what you could call the founder class, the creator class, the everyday citizen, the stakeholder class, and then the managerial class. And there's a role for all three of them, right?

And I don't mean power in the Foucault sense of social power, but I mean just sort of power in the sense of the ability to affect relevant change in any organization between what you could call the founder class, the creator class, the everyday citizen, the stakeholder class, and then the managerial class. And there's a role for all three of them, right?

And I don't mean power in the Foucault sense of social power, but I mean just sort of power in the sense of the ability to affect relevant change in any organization between what you could call the founder class, the creator class, the everyday citizen, the stakeholder class, and then the managerial class. And there's a role for all three of them, right?

You could have the constituents of an organization, say in a constitutional republic, that's the citizen. You could have the equivalent of the creator class, the people who create things in that polity. And then you have the bureaucratic class that's designed to administer and serve as a liaison between the two.

You could have the constituents of an organization, say in a constitutional republic, that's the citizen. You could have the equivalent of the creator class, the people who create things in that polity. And then you have the bureaucratic class that's designed to administer and serve as a liaison between the two.

You could have the constituents of an organization, say in a constitutional republic, that's the citizen. You could have the equivalent of the creator class, the people who create things in that polity. And then you have the bureaucratic class that's designed to administer and serve as a liaison between the two.

I'm not denying that there's some role somewhere for people who are in that managerial class.

I'm not denying that there's some role somewhere for people who are in that managerial class.