The device was designed to make an injured soldier more self-sufficient

Wednesday, June 10th, 2026

The U.S. Army Medical Research and Development Command’s new Intrepid Battlefield EXoskeleton (IBEX) is a shoulder-to-foot brace that allows injured troops to stand, walk, and shoot when evacuation is impossible or delayed:

The device was designed to make an injured soldier more self-sufficient, so they can move themselves to safety instead of relying on the two-to-four additional troops it takes to carry a victim on a litter. The goal, the Army said in a release Wednesday, is to keep more soldiers firing until help arrives.

IBEX Mk2 Prototype

Weighing just seven pounds, the IBEX can fold into the size of a one liter bottle and be carried quickly to an injured soldier. It relieves the pressure on soft tissue, nerves and blood vessels, and is able to bear body weight.

Lower-leg injuries are often from gunshots or bomb blasts, the Army said, and soldiers suffered many such injuries during the wars in Afghanistan and Iraq. They can also be injured operating in rough terrain or bad weather.

Troops deployed to combat zones sustained over 22,000 non-amputated lower leg injuries between 2001 and 2018, according to the National Library of Medicine, which also reported that 68% of extremity injuries were fractures or open wounds.

General Magic had a right to any IP developed by employees

Monday, June 1st, 2026

Inside the Box by David EpsteinGeneral Magic was already in trouble, David Epstein explains (in Inside the Box), when a tech-support guy named Pierre Omidyar used his free time and personal website to start AuctionWeb:

General Magic had a right to any IP developed by employees, so Omidyar dutifully showed the company’s lawyer that his site was generating traffic, connecting people, and facilitating commerce. Isn’t that what General Magic wanted to do? But they were already too committed to the partners of the gigantic Alliance and to a proprietary e-commerce network to change direction, even though the explosion of the internet should have completely altered their plans. General Magic passed on AuctionWeb. Omidyar, who didn’t have a business bank account and had been collecting checks in a pile at his desk, kept it going. He left General Magic, and changed the name of his site to eBay.

Businesspeople weren’t going to use the Newton unless it included a phone

Saturday, May 30th, 2026

Inside the Box by David EpsteinLarry Tesler, who was leading Apple’s Newton group, hired an anthropologist named Eleanor Wynn, David Epstein explains (in Inside the Box), to test the theory behind their business plan:

Wynn reported back that business­people weren’t going to use the Newton unless it included a phone. But adding a phone at that point (as General Magic was busy learning the hard way) was unreasonable. In that case, Wynn reported, the market will be workers who already carry separate pieces of communication equipment, like police officers and firefighters. In an oral history interview for the Computer History Museum, Tesler recalled Apple CEO John Sculley’s response:

Sculley is deflated, “I thought my market was CEOs, like me. Not firemen.” And “No, no, no, we don’t want that. That answer is not acceptable.”

So they went hunting for another answer, using what Tesler called the “famous fake focus group.” Tesler was told that the supposed focus group would be in Minnesota, because people in the Bay Area were too tech savvy, and neither he nor Wynn were invited, and unfortunately there would be no recording of it they could watch. The focus-group team came back with a message: “We’re building the exact right product.” Apple plowed ahead, and the Newton flopped spectacularly.

For every person who needs more freedom, there are ten people who need more help in finding their way

Tuesday, May 26th, 2026

Inside the Box by David EpsteinBell Labs is often remembered as the epitome of unfettered exploration, David Epstein explains (in Inside the Box), but that framing misses a crucial point:

Eric Gilliam, who studies and writes about innovation history, coined the beautiful phrase “long leash, narrow fence” to describe the ethos at Bell Labs in its heyday. New researchers were given extraordinary latitude in determining what to work on, but were expected to interact with engineers and manufacturing facilities to identify specific problems that needed solving.

[…]

John R. Pierce, a Bell Labs scientist and “father of the communications satellite,” recalled in an oral history: “Too much freedom is horrible. It’s like telling a young child, ‘Do whatever you want to.’… It’s certainly bad to be directed to do things very, very narrowly and with no freedom. It’s my guess that for every person who needs more freedom, there are ten people who need more help in finding their way.” What they had at Bell Labs, as another famous scientist put it, was “circumscribed freedom”—freedom within a framework.

Gilliam shares just an excerpt from an interview with Pierce, from 1979, after he had earned acclaim as the father of the communications satellite:

LYLE: I want to talk about research in the Bell Labs and how that’s done. That is, when you first started there, you were working with vacuum tubes. Who decides what problems will be worked on?

PIERCE: That’s very different then and now. I was told to do research on vacuum tubes. People sort of just left me alone. They did suggest that I go and see Philo Farnsworth, who was working on electron multipliers and television pick-up tubes, but I was left pretty much to myself. This was very, very confusing to me. I didn’t know what to do.

LYLE: Were you doing it alone?

PIERCE: Yes.

LYLE: Did they say, “So-and-so has been doing this and this is where he left off”?

PIERCE: No. I was just supposed to plan something to do and do it. I think that is close to cruel and unusual punishment.

LYLE: And full of anxiety, I’m sure.

PIERCE: Yes, but I didn’t know enough to be unhappy. I did crazy things. I did some useful things. I invented an electron multiplier. I was greatly helped at this point, but not so much by the people who were close to such work. I felt a certain secretiveness in the people who were working near to me. They were doing their own thing, and I was doing other things. Heaven knows how I found anything useful to do. I was exposed to things by some of the people who were less secretive. I was very much helped by Bill Shockley, who came to Bell Laboratories about the same time I did. He had been an undergraduate at Caltech but did his graduate work at MIT. He was a very sympathetic person, and taught me a good deal. Somehow I hit on things that were worth working on — electron multipliers and the question of noise in electron multipliers, and later trying to make high transconductance vacuum tubes.

Then, as the war came, I was drawn into microwave tube work, and the outcome of that was a little bit by accident. First, I tried to make klystron amplifiers—I’d heard about klystron. Then I stumbled onto reflex klystrons, which was not a new idea, but I stumbled onto it independently. Gerry [William Gerald] Shepherd, who’s now at the University of Minnesota, and I made some klystrons that were in all American microwave radar receivers. The magnetron was the big thing of the day, but we made these beating oscillators for receivers instead.

Too much freedom is horrible. It’s like telling a young child, “Do whatever you want to.” You’ve heard this story. There are various outcomes. One is, “Do I have to do what I want to?” Complete freedom is not very helpful to a person who is inexperienced in the world. It’s certainly bad to be directed to do things very, very narrowly and with no freedom. It’s my guess that for every person who needs more freedom, there are ten people who need more help in finding their way.

LYLE: So, did they tell you why they wanted the vacuum tubes, when you started off?

PIERCE: Not really. I found out some way, inadvertently. Some people were working on electron multipliers, and I made some improvements on them. It became clear that people needed better vacuum tubes for building negative feedback amplifiers, and I worked on that. I don’t think I was told this formally; I just found out by talking to people. Then, as the war approached and we got into war, it became apparent that microwave radar was very, very important, and I worked on tubes for radar. It was a process of osmosis rather than direction that led me into these things, as I remember it.

LYLE: How was the research tied in with the general business of Bell Telephone? kind of a relationship exists between these two parts of the company?
That is, what kind of a relationship exists between these two parts of the company?

PIERCE: It’s a very important relationship. The Bell System has AT&T, which is sort of a holding company, but it also runs the long lines that provide long distance telephone service. It establishes engineering practices for the Bell System. It owns Western Electric, which is a manufacturing organization, and it also owns, together with Western Electric, the Bell Telephone Laboratories.

I remember that during the war we saw a good deal of people from Western Electric, who were going to manufacture the things that we devised. Because all of these people were engaged in telephony, or during the war because they were all engaged in radar and other military things, you got to talk to people who were engaged in the operation of things, who were engaged in the manufacture of things, and you got a picture of the rest of the world which certainly influenced what research you did.

I can understand a university, which does teaching and research. But the idea of a research institute without ties to either teaching or to manufacturing or operational organization seems a terribly sterile idea. You see that in the Soviet Union; there’s a lot of good activity that never results in anything. When they want to build automobiles, they hire Fiat to build an automobile plant, instead of relying on what they have learned.

The costs only explode once a film moves into production

Wednesday, May 20th, 2026

Inside the Box by David EpsteinAfter Toy Story fulfilled Ed Catmull’s twenty-year dream, David Epstein explains (in Inside the Box), he turned his attention to creating a place that could do it repeatedly:

The “Three Pitches Rule” required directors to pitch not one but three film ideas, so that they wouldn’t get stuck on one and fixate too early. Pixar directors were then allowed to spend years with a tiny team in the development phase of a film, probing ideas, trying out script drafts, and creating and re-creating storyboards while they hunted for and simplified the core of a story.

[…]

The costs only explode once a film moves into production, at which point experimenting and learning become slow and expensive.

[…]

Once in production, Catmull and his colleagues used the schedule to enforce regular feedback and learning. There were “dailies” every single morning, in which animators shared incomplete work with colleagues; “Braintrust” meetings, in which a small group watched a version of a film and highlighted aspects that weren’t working, without mandating solutions (Steve Jobs was barred, lest his powerful persona carry undue weight); and, after a film was done, postmortems, the main benefit of which was the pre-postmortem—the fact that the looming postmortem forced team members to collect and reflect on their lessons. Boundaries

[…]

Creativity, Inc. by by Ed Catmull

In his memoir, Creativity, Inc., Catmull recounts how the director of The Incredibles became obsessed with getting the fish in an aquarium in the background of a scene to flicker like flames, so animators worked on the inconsequential detail for months. Meanwhile, major characters still needed work. Eventually, a producer and department manager created a system in which popsicle sticks — each one representing the amount of work a single animator could complete in a week — were Velcroed to a wall and arranged next to characters that needed to be animated. If the director wanted to keep obsessing over the fish, he’d have to start taking sticks away from some other character and moving them to the fish. As it turned out, crafting visible constraints did the trick.

The “think slow” part of Pixar planning started before Pixar even existed.

Monday, May 18th, 2026

Inside the Box by David EpsteinThe “think slow” part of Pixar planning, David Epstein explains (in Inside the Box), started before Pixar even existed:

Catmull was surprised then, in 1980, when a Lucasfilm competitor spent $10 million on a Cray-1 super­computer. He and his colleagues wondered if they should chase that competitor, so they sat down and made specific estimates for the computing power it would take to animate an entire film. Their estimate: It would take one hundred Cray-1 computers, which would cost $1 billion. Totally out of the question. “It was like, OK, they’ve just done something unwise economically,” Catmull told me. “So we decided we’re not going to worry about them, and there are a whole bunch of other things we have to solve first.”

[…]

At one point, they calculated the exact number of pixels (five million) and “micropolygons” (eighty million) that they figured software would need to render in order to make a Star Wars quality sequence, down to the realistic blur of speeding objects. Like the summaries in By Space Ship to the Moon, the estimates were guiding lights that helped them keep track of the distance between their current work and their goal.

[…]

In 1988, Pixar released its RenderMan software, and changed filmmaking forever. It was used to seamlessly integrate computer graphics into live-action films like Terminator 2 and Jurassic Park. And then, in 1995, to create an entire film: Toy Story. After twenty years of small steps, Catmull finally achieved his personal moonshot.

The Last Starfighter came out in 1984, well before then:

Computer graphics for the film were rendered by Digital Productions (DP) on a Cray X-MP supercomputer. The company created 27 minutes of effects for the film. This was considered an enormous amount of computer generated imagery at the time.[6] For the 300 scenes containing computer graphics in the film, each frame of the animation contained an average of 250,000 polygons and had a resolution of 3000 × 5000 36-bit pixels. Digital Productions estimated that using computer animation required only half the time and between a third to half of the cost of traditional special effects. The result was a cost of $14 million for a film that made close to $29 million at the box office.

The computer graphics are quaint:

Even literal Moon shots aren’t “moonshots”

Saturday, May 16th, 2026

Inside the Box by David EpsteinEd Catmull, the cofounder and longtime president of Pixar, was watching the General Magic documentary with David Epstein when he headed to the bookshelf, Epstein explains (in Inside the Box):

When Catmull returns from the shelf, he’s holding a laptop-size book with giant red letters splashed across the cover: By Space Ship to the Moon, published in 1952.

By Space Ship to the Moon by Fletcher Pratt and Jack Coggins Medium

The text is clearly targeted at adolescents, but it gives meticulous summaries of the state of 1952 technology — everything from space fuel to space food — and the distance between the current state of the art and how far it needs to go for a trip to the Moon.

[…]

Nearly two decades before the actual Moon landing, scientists and engineers were thinking slow, breaking a giant challenge into tiny pieces. “It goes through chapter by chapter the things that have to be solved,” Catmull explains. “The supplies; the fuel; how do you get up into space; what’s it like to actually be there; landing; food; the process of getting back. It’s a step-by-step of what it takes to get to the Moon.” His point is that even literal Moon shots aren’t “moonshots” in the way they’re often mythologized — just give bright people an inspiring vision and tons of money and the rest will fall into place. General Magic, he suggests, went the mythical moonshot route.

Returning to the documentary:

“The greatest people are self-managing,” the man says. “They don’t need to be managed. What they need is a common vision. Once they know what to do, they’ll go figure out how to do it.”

Catmull looks like he just opened a carton of sour milk. The man on screen was his longtime Pixar business partner, Steve Jobs. It doesn’t sound like the person Catmull knew, the one who obsessed over the number and placement of bathrooms in the Pixar office such that people would be forced to bump into one another and talk. “That is not how Steve ended up working,” he tells me. He concludes that Jobs was either just very young in that clip, or in “mythmaking” mode, providing inspirational soundbites for the media.

I managed to find some scanned pages from the book:

By Space Ship to the Moon 1 Medium

Crewman wheels fuel tank from cave, as moon-to-earth missile is readied for firing.

The station on the moon would be pretty safe against any kind of attack from earth…and guided missiles fired from the moon against a target on earth would be almost impossible to stop. So the first trip to the moon will be made to explore for a place where a military base can be set up.

By Space Ship to the Moon 2 Medium

Base ship will be dismantled to build moon-base. Observatory will be re-erected on mountain top,

By Space Ship to the Moon 3 Medium

Battery-powered, tractor-mounted drill at work. Gravity one-sixth that of earth makes handling of heavy equipment easy

There is nobody on earth rich enough to pay for a rocket that would go to the moon. The big business corporations might possibly find the money, but they would want to see some way of getting it back. At present, it is believed that many valuable minerals are to be found on the moon, but nobody knows for sure. It is not very likely that the big corporations will risk their money. So it appears that the moon rocket will have to be a government project

By Space Ship to the Moon 4 Medium

Sun’s rays are focused by large reflector on mercury boiler. Vapor will drive engines to furnish electric power.

He called it the Pocket Crystal

Sunday, May 10th, 2026

Inside the Box by David EpsteinAs I mentioned recently, I quite enjoyed David Epstein’s The Sports Gene and Range, so I went ahead and got Inside the Box the day it came out.

He opens with the famous story of Dmitri Mendeleev seeing the periodic table in a dream and contrasts that myth with the reality that Mendeleev had a deadline approaching for the second volume of his textbook, and he needed a way to discuss dozens of elements more sensibly and efficiently.

His primary example though — or counter-example, since it demonstrates what a lack of constraints does — is General Magic, founded by two Apple legends and the guy who coined the term Information Economy, Marc Porat:

One day, Porat took a Sharp Wizard — a new electronic organizer with a calendar and phone book — and duct-taped it to a Motorola analog cell phone. He had his concept.

[…]

He called it the Pocket Crystal.

[…]

The Pocket Crystal schematic depicted a thin glass rectangle with no protruding buttons—just a touch screen. It would be a computer that combined a phone and fax machine; you would use it to send text messages, watch movies, play video games, buy plane tickets, and download new apps. It would fit in your pocket, and it would be beautiful. Following the sketch, Porat wrote in his red book: “It must offer the kind of personal satisfaction that a fine piece of jewelry brings. It will have a perceived value even when it’s not being used. It should offer the comfort of a touchstone, the tactile satisfaction of a seashell, the enchantment of a crystal.”

In 1989, only 15 percent of American households even had a computer, which didn’t fit in anyone’s pocket; zero percent were browsing the web, because it didn’t exist. And yet, there was Marc Porat, essentially sketching the iPhone.

Apple took a board seat, Sculley introduced them to Sony, and soon “General Magic’s partners controlled so much of the world’s communications industry that Alliance meetings had to begin with an antitrust lawyer listing all the topics they were prohibited from discussing.”

Porat raised so much money so quickly to create “heaven for engineers.”

“They were free to imagine and play and invent and write,” he said. “They were inventing one thing after another, after another, after another and for an engineer, what more can you ask for?”

The answer, it turned out: a little less freedom.

The General Magic documentary explains:

Education technology is widely used, but growth in achievement has not followed

Saturday, May 2nd, 2026

Do online math programs work?

In August 2022, three researchers at Khan Academy, a popular math practice website, published the results of a massive, 99-district study of students. It showed an effect size of 0.26 standard deviations (SD) — equivalent to several months of additional schooling — for students who used the program as recommended.

A 2016 Harvard study of DreamBox, a competing mathematics platform, though without the benefit of Sal Khan’s satin voiceover, found an effect size of 0.20 SD for students who used the program as recommended. A 2019 study of i-Ready, a similar program, reported an effect size in math of 0.22 SD — again for students who used the program as recommended. And in 2023 IXL, yet another online mathematics program, reported an effect size of 0.14 SD for students who used the program as designed.

Those gains, and many others like them reported each year, are impressive. Since use of these tools is widespread, one could be forgiven for asking why American students are not making impressive gains in math achievement. John Gabrieli, an MIT neuroscientist, declares himself “impressed how education technology has had no effect on…outcomes.” He was talking about reading but could equally have called out mathematics, the other big area in which education technology is widely used but growth in achievement has not followed.

A clue is in those wiggle words “students who used the program as recommended.” Just how many students do use these programs as recommended — at least 30 minutes per week in the case of Khan Academy? The answer is usually buried in a footnote, if it’s reported at all. In the case of the Khan study, it is 4.7 percent of students. The percentage of students using the other products as prescribed is similarly low.

Political research is amazingly underrated as a force which can change history

Saturday, April 25th, 2026

A weird fact about the world, Dominic Cummings notes, is that political research is amazingly underrated as a force which can change history:

Put another billion or ten into a normal company, little really changes in terms of world history. But just thousands wisely deployed on political research can change history. I’ve explained this at length (e.g here) and won’t rehash. Politics does not focus on the most high value tokens. People repeatedly communicate without figuring out if what they’re doing is counterproductive. They fail to do the most basic research on opponents. People fight entire election campaigns without understanding what dominates the thinking of crucial voters. People with money rarely understand politics well and don’t realise politics does not focus on the most high value tokens. So vast amounts of money is wasted on ‘campaigns’ and ‘think tanks’ while the search for the most high value tokens is unfunded. The models will affect politics partly because they will radically reduce the cost of finding high value tokens, so people with little cash won’t have to find 500k plus to do a project. The potential leverage of political teams with a very small number of able relentless people will grow enormously. This isn’t speculation, I can see it on projects I’m working on / helping with.

A conclusion from my experiments: you’re better off having the paid versions of Opus or GPT work for you than ~99% of MPs.

Ignoffo found no evidence supporting the idea that Sarah Winchester communed with spirits

Tuesday, April 14th, 2026

Captive of the Labyrinth by Mary Jo IgnoffoThe lore that Sarah Winchester built her mansion to house ghosts killed by Winchester rifles is likely just gossip and marketing, Drew Breunig says, citing a piece that summarizes Captive of the Labyrinth:

Ignoffo found no evidence supporting the idea that Sarah Winchester communed with spirits. She believes that what drove Sarah Winchester to build was her desire to be an architect.

Sarah Winchester lived at a time when it was highly unusual for women to be architects. She wasn’t licensed, so her own home was the perfect place—and the only place—where she could practice architecture.

Whatever her motivations were, Sarah Winchester built a house with more than 150 rooms, 2000 doors, 47 fireplaces, 40 bedrooms, 40 staircases, 17 chimneys, 13 bathrooms, six kitchens, three elevators, two basements, and one shower. She spent nearly all of her life being an architect.

We aren’t as rich as Sarah Winchester, Drew Breunig says, but when AI-generated code is cheap, we don’t need to be:

After Opus 4.5 and recent work enabling Agent Teams, the average net lines added by Claude per commit is now smooth and steady at 1,000 lines of code per commit.

1,000 lines of code per commit is ~2 magnitudes higher than what a human programmer writes per day.

If you search for human benchmarks, you’ll find many citing Fred Brooks’ The Mythical Man Month while claiming a good engineer might write 10 cumulative lines of code per day. If you further explore, you’ll find numbers higher than 10 cited, but generally less than 100.

[…]

Unfortunately, everything else remains roughly the same cost and roughly the same speed. Feedback hasn’t gotten cheaper; the “eyeballs” that guided the software developed by the bazaar haven’t caught up to AI.

There is only one source of feedback that moves at the speed of AI-generated code: yourself. You’re there to prompt, you’re there to review. You don’t need to recruit testers, run surveys, or manage design partners. You just build what you want, and use what you build.

And that’s what many developers are doing with cheap code: building idiosyncratic tools for ourselves, guided by our passions, taste, and needs.

(Hat tip to Gaikokumaniakku.)

They stopped asking Bill to fill out the form

Friday, April 10th, 2026

I somehow missed Andy Hertzfeld’s –2,000 Lines Of Code back in the day:

In early 1982, the Lisa software team was trying to buckle down for the big push to ship the software within the next six months. Some of the managers decided that it would be a good idea to track the progress of each individual engineer in terms of the amount of code that they wrote from week to week. They devised a form that each engineer was required to submit every Friday, which included a field for the number of lines of code that were written that week.

Bill Atkinson, the author of Quickdraw and the main user interface designer, who was by far the most important Lisa implementer, thought that lines of code was a silly measure of software productivity. He thought his goal was to write as small and fast a program as possible, and that the lines of code metric only encouraged writing sloppy, bloated, broken code.

He recently was working on optimizing Quickdraw’s region calculation machinery, and had completely rewritten the region engine using a simpler, more general algorithm which, after some tweaking, made region operations almost six times faster. As a by-product, the rewrite also saved around 2,000 lines of code.

He was just putting the finishing touches on the optimization when it was time to fill out the management form for the first time. When he got to the lines of code part, he thought about it for a second, and then wrote in the number: -2000.

I’m not sure how the managers reacted to that, but I do know that after a couple more weeks, they stopped asking Bill to fill out the form, and he gladly complied.

(Hat tip to Gaikokumaniakku.)

Because of the way that CRAM lights up the night sky and how much noise it makes, it is hard to keep its operation secret

Wednesday, April 8th, 2026

David Hambling explains why U.S. Gatling guns are not stopping Iran’s Shahed drones:

The Centurion C-RAM (“Counter Rocket, Artillery and Mortar”) was first deployed in Iraq in 2006 and is a land-based variant of the original Phalanx CIWS (“Close In Weapon System”) used by the Navy since 1980. It is the last line of defence when urgent action is needed to prevent casualties. The land version is a self-contained unit weighing around 24 tons and costing something over $4 million.

As the name suggests, C-RAM was introduced to protect bases against rocket, artillery and mortar fire. It has an integrated radar which tracks incoming projectiles as well as the stream of rounds fired by the 20mm M61A1 Gatling gun to put them on target.

The cannon is the same as that carried by F-15 and F-16 fighters. Its distinguishing feature is its phenomenal rate of fire, the six electrically-powered spinning barrels selectively firing 3,000 to 4,500 rounds per minute – that is 50 to 75 per second — producing a sound like a buzzsaw, often rendered as “Brrrrt.”

While the Navy version fires solid tungsten projectiles, CRAM uses the M940 Multi-Purpose Tracer – Self-Destruct round. This weighs 3.5-ounces/99 gram and consists of a tungsten cone to punch through the target skin, and a body which explodes in a dense mass of fragments inside the target. “Tracer” means the round produce a visible glow, and in operation the stream of projectiles appears as a bright ribbon reaching out towards the target. Automated tracking shifts aim until that ribbon overlaps the target.

The “Self-Destruct” part means that the rounds automatically explode at a range of around 2,300 meters if they miss the target, an effect also highly visible on videos of CRAM engagements. CRAM is a point defense system placed to protect high-value assets. If a drone strikes just couple of miles away the operators can only watch.

CRAM has a magazine of 1,500 rounds. This sounds like a lot, supplying 30 one-second bursts of 50 rounds each. But it is only enough for 10 two-second bursts at the higher rate of fire. It reportedly takes some 30 minutes to reload CRAM manually with 15 boxes of ammunition each weighing around 60 pounds.

Each M940 round costs $168, so a 150-round burst costs around $25k, comparable to the price of a Shahed.

Because of the way that CRAM lights up the night sky and how much noise it makes, it is hard to keep its operation secret.

[…]

What we do know is that the reported success rate against rockets and mortar shells in Iraq was reportedly 70-80% with an average of 300 rounds per engagement. These are relatively convenient targets because, although they are moving fast, they come in on a very predictable trajectory and they descend from high in the sky making them easy to pick out on radar.

Tackling drones may be more difficult. Being made of composite material rather than metal, they may have a small radar reflection. And Shaheds can fly at extremely low level, sometimes at under 100 feet with a flight path that takes them between buildings. The level of background clutter will make radar tracking challenging.

[…]

Unlike rockets and artillery, Shaheds do not need to fly on a predictable path. Some of the Russian versions automatically carry out evasive maneuvers when they sense a threat. As the videos show the stream of rounds can be seen and potentially evaded. This dodging would at the least increase the number of rounds needed for a kill. Russian Shaheds are also accompanied by numbers of low-cost Gerbera decoys to distract and deplete defenses. Iran does not yet seem to have either capability.

[…]

The U.S. Army only acquired about 20,000 rounds of M940 this year, which one weapon could burn through in five minutes of firing.

Many people in this country believe secret weapons are proper public news

Tuesday, April 7th, 2026

Fleet Tactics and Naval OperationsFleet Tactics and Naval Operations explains the trends and constants of technology:

DePuy, in unpublished papers, accumulated evidence that in ground combat the impact of a new weapon upon the outcome of a war usually has been local and almost always has been transitory. He believed that a technological surprise by itself never has won a war on land, but that technology accompanied by a tactical revolution has. Napoleon’s tactical use of mobile artillery was revolutionary; the field artillery itself was not new. It is ironic that the Germans exploited tanks so effectively with their Blitzkrieg, for one of their victims, the French, possessed more and better tanks, and another, the British, had invented them. In these instances the new tools, artillery and armor, were no secret at all. In contrast, when tanks were a surprise, first used in substantial numbers by the British at Cambrai in World War I, the British forces achieved local successes but could not exploit their new weapons. Some argue that the British prematurely squandered tank technology before the accompanying tactics had matured.

[…]

Because there are fewer big battles at sea, the potential for decision by technological surprise is greater. At least one weapon is comparable in decisiveness to cryptanalysis, which wrought the great increase in Allied scouting effectiveness: it is the kwi-suns, or turtle boats, of Korean Admiral Yi Sun-Sin, which in 1592 helped win two decisive battles against the Japanese at Pusan and in the Yellow Sea.

Another secret weapon sprung long after its prewar invention was the Japanese Long Lance torpedo. As late as the summer of 1943, the U.S. Navy did not know exactly what the Japanese weapon was or why it had been so effective. The Long Lance had been developed in the early 1930s, and Japanese cruiser and destroyer men had trained extensively with it. American scorn for Japanese technology takes much of the blame for the U.S. Navy’s overconfidence at the start of the Pacific war, which was almost as foolhardy as German and Japanese overconfidence in the immunity of their own ciphers.

Then there is the atomic bomb. Although it was not specifically a naval weapon and not numerous enough to be regarded as tactical, the bomb was the shocking weapon that administered the coup de grace to Japan in 1945. The science and technology took four years to develop, and only two bombs were built.

Is it possible to keep the development of an “ultimate weapon” a secret in peacetime? Evidence suggests that it is not possible, at least not in the United States. Many people in this country believe secret weapons are proper public news.

[…]

Here are some examples of weapons, mostly naval, that brought disappointment in World War II:

  • Magnetic influence mines. Germany introduced them against shipping in the estuaries of the British Isles. They were effective, but they were used prematurely. As a result, they turned out to be vulnerable to countermeasures.
  • Magnetic exploders in American torpedoes. Developed before the war, they worked badly and were a great setback to U.S. operations. In a short war, American torpedoes would have been an unmitigated disaster. The British and Germans also experienced early problems with their sophisticated torpedoes.
  • Proximity fuzes. For much of the war they were restricted to use over water out of fear that the Germans would recover one and adopt the technology against U.S. strategic bombers.
  • Night fighters. These were highly effective, but there were too few of them to be decisive.
  • Submarines. They had a powerful impact, but their role against warships was well recognized before World War I.
  • Sonar. This was a crucial response to the submarine, developed in secrecy. It was not enough to neutralize the threat.
  • “Window,” the strips of aluminum foil used to jam enemy fighter-direction radars. The Germans had window early in World War II, but they delayed its application until the Allies used it in the bombing of Hamburg in July 1943. Both sides appreciated the fact that window was a doubled-edged tool of war—of value to both sides.
  • Jet aircraft, V-1 and V-2 missiles, and snorkeling submarines. All arrived too late in the war to have much effect.

Here are some reasons that new weapons, whether secret or known, do not always deliver what they promise:

  • Production limitations, as with magnetic mines
  • Testing limitations, as with torpedo exploders
  • Great complexity, requiring skilled operators and integration into fleet tactics, as with radar and night fighters
  • Great simplicity, threatening adoption and exploitation by the enemy, as with window
  • The risk of failure after introduction, as with the U.S. magnetic torpedo
  • Exaggerated expectations, as with sonar
  • The penalty for maintaining secrecy during a lengthy period of development, as with Nazi Germany’s secret weapons

[…]

There are many examples in which important improvements in combat capability have been hidden. One is the rifling of gun barrels. Another is the improved fire-control systems in dreadnoughts. New engines barely can be detected from an aircraft’s appearance, but they can vastly change the plane’s performance. Changes in computer reliability or cryptology or in scouting systems in outer space are invisible, at least to an amateur observer.

Karl Lautenschlaeger asserts that the most important characteristic of the Soviet Oscar-class submarine was not its great size, but the likelihood that its missiles were guided by space-based sensors.

Submarines that depend on acoustic stealth are in a continuing competition to operate more quietly than the enemy; the quieter they become, the more “invisible” they are.

[…]

Vannevar Bush once said that the unity of decision under a totalitarian regime was a recipe for making colossal technological mistakes, whereas the prevalent confusion of decision-making in a democracy was more efficient. He could not have anticipated the tortuous system of procrastination that characterizes modern American defense procurement.

[…]

Usually more than one piece of technology is required to create a revolution. Sail and cannon together replaced the oared galley. Steam power alone was not enough to replace the ship of the line; it took the steam engine, the screw propeller, and the metal hull all together, which in turn made possible the big gun and the marriage of rifling, breech-loading, and an effective fire-control system. Big aircraft carriers were nothing without powerful aircraft engines to lift bomb-loads worthy of the name, and big aircraft required powered elevators, catapults, arresting gear, and the science of long-range navigation over water.

[…]

Even the Polaris submarine, the embodiment of a naval revolution as neat and swift as we are apt to see, would not have arrived without the inspired marriage of two technologies, nuclear propulsion and solid-fuel rocketry; and the work of two great technical leaders, ADM Hyman Rickover, USN, and VADM William F. “Red” Raborn, along with Arleigh Burke, a Chief of Naval Operations who understood warfare, politics, and the value of swift action.

[…]

It is impossible to design the perfect weapon for large-scale production and employment without practicing with it; even then, it takes three or four generations of hardware before a weapon realizes its full potential.

People who understand complex systems also understand the importance of minimising that complexity wherever possible

Saturday, April 4th, 2026

Explaining tech debt is, the evidence would suggest, impossible:

Like many I’ve seen archaic systems where something that should take an hour might take a week. The trouble, as anyone who’s ever been in this situation can attest to, is that non-technical managers invariably fail to understand the problem.

Of course the standard claim at this point is that engineers are just bad at communicating. They simply need to re-express their ideas around refactoring etc. in terms of ‘value to the business’ or some such. But I’ve never seen this work. Instead I’ve seen the same thing over and over: people who understand complex systems also understand the importance of minimising that complexity wherever possible; people who have never understood a complex system in their life never ever grasp this and cannot be convinced.

Imagine you’re a dumb non-technical manager. You think coding is basically magic. Sometimes when you ask the engineers to add a feature (which is like casting a spell), they give some weird story about how they could cast the spell quickly, but it’s better to do so slowly to prevent their magic becoming impotent and making future spells take longer. This is obviously unconvincing; it sounds like something slackers would say. So why are we surprised when managers who think like this fail to grasp the importance of controlling tech debt?