🔺Managing U.S. Nuclear Operations in the 21st Century
Arms control agreements and the end of the Cold War have made the prospect of nuclear war a distant fear for the general public. But the United States and its principal rivals—China and Russia—still maintain sizable arsenals of nuclear weapons, along with the systems for managing them and using them if that terrible day ever comes.
Managing U.S. Nuclear Operations in the 21st Century focuses on how theories and policies are put into practice in managing nuclear forces in the United States. It addresses such questions as: What have been the guiding priorities of U.S. nuclear strategy since the end of the Cold War? What nuclear attack options would the president have during a war?
How are these war plans developed and reviewed by civilian and military leaders? How would presidential orders be conveyed to the uniformed men and women who are entrusted with U.S. nuclear weapons systems? And are these communications...
🔺Managing U.S. Nuclear Operations in the 21st Century
Arms control agreements and the end of the Cold War have made the prospect of nuclear war a distant fear for the general public. But the United States and its principal rivals—China and Russia—still maintain sizable arsenals of nuclear weapons, along with the systems for managing them and using them if that terrible day ever comes.
Managing U.S. Nuclear Operations in the 21st Century focuses on how theories and policies are put into practice in managing nuclear forces in the United States. It addresses such questions as: What have been the guiding priorities of U.S. nuclear strategy since the end of the Cold War? What nuclear attack options would the president have during a war?
How are these war plans developed and reviewed by civilian and military leaders? How would presidential orders be conveyed to the uniformed men and women who are entrusted with U.S. nuclear weapons systems? And are these communications...
That strategy is the acquisition of a value-priced company by a growth company. Using the growth company's higher-priced stock for the acquisition can produce outsized revenue and earnings growth. Even better is the use of cash, particularly in a growth period when financial aggressiveness is accepted and even positively viewed.he key public rationale behind this strategy is synergy - the 1+1=3 view. In many cases, synergy does occur and is valuable. However, in other cases, particularly as the strategy gains popularity, it doesn't. Joining two different organizations, workforces and cultures is a challenge. Simply putting two separate organizations together necessarily creates disruptions and conflicts that can undermine both operations.
Tata Power whose core business is to generate, transmit and distribute electricity has made no money to investors in the last one decade. That is a big blunder considering it is one of the largest power generation companies in the country. One of the reasons is the company's huge debt levels which stood at ₹43,559 crore at the end of March 2021 compared to the company’s market capitalisation of ₹44,447 crore.
