Security Engineering

Everywhere, when societies originate, we see the strongest, most warlike races seizing the exclusive government of the society.  Everywhere we see these races seizing a monopoly on security within certain more or less extensive boundaries, depending on their number and strength.And, this monopoly being, by its very nature, extraordinarily profitable, everywhere we see the races invested with the monopoly on security devoting themselves to bitter struggles, in order to add to the extent of their market, the number of their forced consumers, and hence the amount of their gains.
War has been the necessary and inevitable consequence of the establishment of a monopoly on security.

From that point, my universe went on crumbling; new cracks appeared all the time. I could see that the pleasant securities of childhood, all of those warm little human emotions, all of those trivial aims and purposes that we allow to rule our lives, were an illusion. We were like sheep munching grass, unaware that the butcher's lorry is already on its way. I got used to living with a deep, underlying feeling of uncertainty that no one around me seemed to share. It was rather like living on death row.

A key characteristic of the engineering culture is that the individual engineer’s commitment is to technical challenge rather than to a given company. There is no intrinsic loyalty to an employer as such. An employer is good only for providing the sandbox in which to play. If there is no challenge or if resources fail to be provided, the engineer will seek employment elsewhere. In the engineering culture, people, organization, and bureaucracy are constraints to be overcome. In the ideal organization everything is automated so that people cannot screw it up. There is a joke that says it all. A plant is being managed by one man and one dog. It is the job of the man to feed the dog, and it is the job of the dog to keep the man from touching the equipment. Or, as two Boeing engineers were overheard to say during a landing at Seattle, “What a waste it is to have those people in the cockpit when the plane could land itself perfectly well.” Just as there is no loyalty to an employer, there is no loyalty to the customer. As we will see later, if trade-offs had to be made between building the next generation of “fun” computers and meeting the needs of “dumb” customers who wanted turnkey products, the engineers at DEC always opted for technological advancement and paid attention only to those customers who provided a technical challenge.