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To get to the moon if we can�*t even talk between 2—3 buildings?" so they actually underwent an intraorganisational transformation, much more horizontal communication with these project managers that were supposed to be constantly talking to each other. that kind of flexible, agile system we often don�*t have in government. and so, coming back to germany, what i have found interesting is that because they had a strategy, they also put conditions on the steel sector, for example. in many pa...

Are the wrong missions? well, its a great point. and in fact, you know, what we need to avoid is that these missions just become pet projects that continue to move along even when theyre not working. so again, the reason i look at the apollo programme is that the agility and flexibility that nasa also had to impose on itself, it transformed itself after the apollo i fire. one of the astronauts, gus grissom, yelled out, "how the hell are we going to get to the moon if we cant even talk between 2�...

"how the hell are we going to get to the moon if we cant even talk between 2—3 buildings?" so they actually underwent an intraorganizational transformation, much more horizontal communication with these project managers that were supposed to be constantly talking to each other. that kind of flexible, agile system we often dont have in government. and so, coming back to germany, what i have found interesting is that because they had a strategy, they also put conditions on the steel sector, for ...

In germany, it has been conditional on steel lowering its material content, which they have done through repurpose, re—use, recycle. youve worked on various different missions, but i note youve worked on missions and governments in the western democratic world, mostly, where you, it seems to me, unless you correct me, youve never worked, is china. and isnt china todays great example of mission economics? over the last, what, a0 years, they have completely single—mindedly devoted their econom...