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It was about energy—friendly technologies. that phrase, five—year plan, is very important, isn't it? what you don't write much about in your book is policy, �*cause you're an economist, not a politician. but isn't the reality that the short—termism of democratic politicians, the degree to which they have to think about the problems of people today rather than next year, or in a decade's time, it undermines much of your mission—based economics. that's why in the book, i spend a lot of time looking at what kind of organisations can we build that are public, but not politicised, right? ...

Technologies. that phrase, five—year plan, is very important, isn�*t it? what you don�*t write much about in your book is policy, cos you�*re an economist, not a politician. but isn�*t the reality that the short—termism of democratic politicians, the degree to which they have to think about the problems of people today rather than next year, or in a decade�*s time, it undermines much of your mission—based economics. that�*s why in the book, i spend a lot of time looking at what kind of organisations can we build that are public, but not politicised, right? so darpa, for examp...

Say, the electoral one. so the people who come in to lead it, they come in for 4—5 years. it's not necessarily with the electoral cycle, timed to those four years, and they literally are there to take kind of big bets, take risks, but on big public problems. the way that they've actually organised their own institution is by welcoming risk—taking and experimentation, which you talked about, because civil servants make mistakes. but it's interesting how we reward risk—taking in the private sector. we allow the venture capitalists to brag about it, but as soon as a civil servant makes a mi...

So the people who come in to lead it, they come in for 4—5 years — it's not necessarily with the electoral cycle, timed to those four years — and they literally are there to take kind of big bets, take risks, but on big public problems. the way that they've actually organised their own institution is by welcoming risk—taking and experimentation, which you talked about, because civil servants make mistakes. but it's interesting how we reward risk—taking in the private sector. we allow the venture capitalists to brag about it, but as soon as a civil servant makes a mistake, front page ...