From CGI member oldmaninthedesert:

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Long before the derelict Dick Cheney, we had the scum known as Lydon Baines Johnson, Cheney most likely took lessons from him...

Whenever a nation enters into armed conflict, the business climate is of course fundamentally, if temporarily, altered. Stock markets plummet, consumers spend less, and corporations are faced with a series of critical decisions as the uncertainty of war sets in. How long will the conflict last? How will it affect our strategy? What should we do in the meantime? How a company answers these questions determines whether it thrives, survives, or dies in wartime.

During time of war, companies find themselves in a position to profit from that war by changing, sometimes dramatically, their core business to serve the needs of the nation and its military. When enough businesses choose this course, production in other areas of the nation’s economy inevitably suffers. It is known as the Guns and Butter Curve, the economic principle that demonstrates opportunity cost; you can get more of something only if you give up something else. As a nation produces more guns (or any variety of goods and services for the military), it is incapable of producing as much butter (or food, or any other domestic products).

The ongoing work of the American military in Iraq and Afghanistan and the promise by President Bush of a long, protracted war on terrorism has forced many companies to reconsider their business models. Halliburton, a company that has been experiencing severe problems of late with its core business, oil field services, is but one of those companies that has seen its balance of revenues tilt toward war-related work, be it through Kellogg Brown & Root’s (KBR) support of the army or the rebuilding of Iraq’s oil infrastructure. But this is not the first time Brown & Root, or its parent company, Halliburton, has been in this position.

https://exploringrealhistory.blogspot.com/2019/10/part-2-halliburton-agendaguns-and.html