Shadow Government, Shadow Management
The civilian cadre present in the bunkers usually numbers 70 to 150, and "fluctuates based on intelligence" about terrorist threats, according to a senior official involved in managing the program. It draws from every Cabinet department and some independent agencies. Its first mission, in the event of a disabling blow to Washington, would be to prevent collapse of essential government functions.
This system was codified on May 9, 2007, through Presidential Directives NSPD 51 and HSPD-20. (See hyperlinks below).
To me, this makes sense—people in bunkers with the authority to make command decisions and keep things going should Washington, D.C., be turned into a parking lot.
The equivalent in business is a company called SunGard, with computers directly tied into the data processing of its clients—primarily financial services. In the event of a catastrophe that knocks out a client's business, a switch can be flicked and the SunGard instantly takes over, enabling the affected company to continue operating without missing a beat.
The Shadow Government of Corporations or Industries
From Gretchen Morgenson's story in this past Sunday's New York Times titled, "How the Thundering Herd Faltered and Fell":
THERE were high-fives all around Merrill Lynch headquarters in Lower Manhattan as 2006 drew to a close. The firm's performance was breathtaking; revenue and earnings had soared, and its shares were up 40 percent for the year. And Merrill's decision to invest heavily in the mortgage industry was paying off handsomely. So handsomely, in fact, that on Dec. 30 that year, it essentially doubled down by paying $1.3 billion for First Franklin, a lender specializing in risky mortgages. It was a moment to savor for E. Stanley O'Neal, Merrill's autocratic leader, and a group of trusted lieutenants who had helped orchestrate the firm's profitable but belated mortgage push.
The key sentences in Morgenson's story:
- United States