At around 50 employees, you get to the point where you can't see what's going on all the time. So you start to have weekly check-ins, and you have days that go by without knowing exactly what's going on.
Decisions concerning covert actions are not often easily reached.
This is a business that is much easier planned than executed.
It is not enough just to get your forces from A to B - you have to keep them fed and watered as they go. The art of movement, therefore, is one of the most complex and vital that any commander must master if he is going to win.
Generally, what people tend to underestimate is the cyborg nature of Groupon. We are a company that has the DNA of being both a technology company and a heavily operational company.
The devil is in the details, and everything we do in the military is a detail.
It's much more difficult running a business than buying one.
The logistic requirements for a large, elaborate mission to Mars are no greater that those for a minor military operation extending over a limited theatre of war.
People think it's so easy to make hamburgers. That consistent quality in so many restaurants, in that many parts of the world, is not an easy thing to do.
Few companies that installed computers to reduce the employment of clerks have realized their expectations... They now need more, and more expensive clerks even though they call them 'operators' or 'programmers.'
Here is one of the most peculiar types of operation any government can have. It probably takes a strange kind of genius to run it.
I'm trying to move an aircraft carrier here, I'm not just steering the speedboat.
Ultimately, an aircraft owner does not want to have to deal with all the intricate details which are necessary for the business.
It's a very, very difficult space to operate in, the restaurant business-it requires a lot of human beings to intersect at just the right place to make it all work out.
For most of the time carrier aviation is more challenging than flying in a spacecraft
Like any large organisation, public or private, the UN is a complex machine.
There's no one person that can provide all the insights I need to run the business. There are so many aspects to WeWork: Digital, real estate, operations, space, and design. I pick and choose people who can help in each aspect.
You can't just go visit somewhere and come away and know how they run their business.
Ticketing is a people-intensive business to get it right on a global scale.
When you've got eight or nine or ten cables running around with someone trying to operate them, it's too much.
