The book talks about how Fleet Admiral Chlebowski continues his voyage in the 3rd book of the Project Delta series. At first he finds himself in trouble for certain trivial things. The book talks about what goes on fictionally from January 2380 to July 2381 in a journal format within the story line. The question is: Will he have to face responsibility for what he did, or will he become innocent onboard his starship and his starbase?
Early in the Vietnam conflict the U.S. command structure recognized a need for solid verifiable intelligence about enemy locations, movements and tactics. Much of the enemy's covert activity was occurring in Laos and Cambodia, areas where U.S. presence was not permitted. Project Delta was the first successful unit that evolved to perform long range reconnaissance and other counter insurgency missions deep in enemy territory. Project Delta's operations remained classified until 1996. For the first time, the history of this storied unit has been recorded from volumes of declassified military documents and from hundreds of hours of interviews conducted in 2009. The author is a former member of the U.S. Army's Special Forces and was a recon team leader in Project Delta.
This book has potential to improve every workout you do for the rest of your life. Smart Bodyweight Training is more than a book about how to achieve superior results through bodyweight training. It's about using the discipline of calisthenics as a tool to learn how to use every muscle in your body in a smarter and more effective way. Author Matt Schifferle first discovered bodyweight training after years of struggling with classic weight and cardio workouts. Within a few months, of using little more than a pull-up bar, Matt found new levels of strength and health through using techniques that required a fraction of the time and effort of costly gym-based workouts. Unsatisfied with classic step-by-step calisthenics routines, Matt has created an infinitely customizable approach that delivers fast, proven results for anyone from the rank beginner to the elite athlete. No matter where you are in your fitness journey, your best workouts are still yet to come not just by working harder, but through working smarter than ever before.
Emerging from the authors' work with companies such as Coca-Cola, Motorola, 3M, General Motors and Unilever, The Delta Projec t provides a unique model through which to develop strategy in the new economy. Hax and Wilde examine how globalization, deregulation and the emergence of the internet infrastructure have changed the rules for success and identify three distinct strategic positions that can be used to realign the direction of your business. Introducing new models of 'bonding', 'complementors' and 'customer lock-in' this book provides a fundamental shift in the way we think about competitive positioning.
We could call this book Special Operations Recon Mission Impossible. A small group of highly trained, resourceful US Special Forces (SF) men is asked to go in teams behind the enemy lines to gather intelligence on the North Vietnamese Army units that had infiltrated through Laos and Cambodia down the Ho Chi Minh trails to their secret bases inside the Cambodian border west of South Vietnam. The covert reconnaissance teams, of only two or three SF men with four or five experienced indigenous mercenaries each, were tasked to go into enemy target areas by foot or helicopter insertion. They could be 15 kilometers beyond any other friendly forces, with no artillery support. In sterile uniforms - with no insignia or identification, if they were killed or captured, their government would deny their military connection. The enemy had placed a price on their heads and had spies in their Top Secret headquarters known as SOG. SOG had three identical recon ground units along the border areas. This book tells the history of Command and Control Detachment South (CCS). The CCS volunteer warriors and its Air Partners the Army and Air Force helicopter transport and gunship crews who lived and fought together and sometimes died together. This is the first published history of CCS as compiled by its last living commander, some forty years after they were disbanded. It tells of the struggles and intrigue involved in SOGs development as the modern-day legacy of our modern Special Operations Commands. Forbidden to tell of their experiences for over twenty years; their After Action Reports destroyed even before they were declassified surviving veterans team together to tell how Recon men wounded averaged 100 percent; and SOG became the most highly decorated unit in Vietnam and all were awarded the Presidential Unit Citation.
Delta CX is a refreshing model bringing CX and UX together in task and in name with the key goal of improving the products, services, and experiences (PSE) that we offer our potential and current customers. Rather than following trends or drinking the snake oil, Delta CX presents a time-tested, thorough approach that helps you establish values, vision, strategies, and goals. Great PSE require the right teams and strategies in place to proactively predict and mitigate the risk of delivering wrong or flawed PSE. Adopting Delta CX means we all finally speak the same language, from tasks and deliverables to job titles and required skills to where CX fits into Agile organizations to processes and teams. Calculate the ROI of investing more time and resources into building the right PSE the first time. Save time, money, and sanity. Replace guessing and assumptions with Lean customer research that is planned, conducted, and interpreted by experts. Learn why quality should be our #1 priority, and how to rededicate our organization to our external and internal customers.Target audiences: Managers, workers, practitioners, freelancers, consultants, contractors, execs, stakeholders, and everybody else working in CX, UX, Marketing, Product Management, Engineering, Project Management. Business Analysts (BAs), Data Scientists, Writers, Visual Designers, Information Architects, Interaction Designers, Product Designers, and Researchers.The long and problem-focused version: In an era of faster, faster, faster, our workplaces are sacrificing quality, collaboration, culture, and the customer experience to "just ship it." Business goals don't seem to align with customers' needs. Customers constantly raise their standards and expectations, and they notice when companies are out of touch or get it wrong. Competitors, investors, shareholders, the press, bloggers, social media, and Wall Street also notice. Brands are being surprised when their products, services, and experiences (PSE) are disliked or rejected by customers, or go viral for the wrong reasons. Companies claim they are customer-focused, user-centric, and designing for the needs of real customers. Initiatives to increase the ability to build the right PSE should have meant hiring more CX and UX talent. However, with UX still misunderstood, circumvented, overruled, and excluded at many companies, workplaces that didn't know how to assess CX and UX talent hired anybody who put "UX" on their resume. Poor hiring choices lead to silos and "bad design." Rather than wondering if "UX" workers were unqualified, leadership blamed UX and User-Centered Design (UCD): They must be bloated, outdated, not Lean, not Agile things we don't really need. We started imagining that "everybody can be a designer." Get people sketching in design sprints, and solve our company's biggest challenges. We called for democratization and decentralization of UX and design because perhaps taking some power away from these "high-ego UX people" we hired will fix this. Suddenly, everybody was a design thinker doing design thinking, yet few people can agree on what design thinking is.Everybody became quietly desperate. UX practitioners wanted to evangelize, and invited teammates to UX evangelism presentations, which often backfired. Companies of all sizes and ages, including Fortune 500s, tried methodologies designed for startups. Startups fail roughly 95% of the time. It's so rare that they innovate or build something the public actually wants. Why would we want to emulate a segment with such a high failure rate? We're lost. We need another business transformation, a return to prioritizing the quality of what we ideate, architect, design, test, build, and unleash on the public.(Return to the top for the short and happy version.)
February issue includes Appendix entitled Directory of United States Government periodicals and subscription publications; September issue includes List of depository libraries; June and December issues include semiannual index.
