Now the other members of the Caliph's detail followed suit, loosing a brief fusillade of well-aimed bullets. Marionettes released from their strings, the seven officers collapsed, tumbled, sprawled.
Despite himself, the Caliph laughed. These deaths had no dignity; they were as absurd as the tyranny they served. A tyranny that would now find itself on the defensive.
By sunrise, any free-floating representatives of the Anuran government that remained in the province would be well advised to shred their uniforms or else face dismemberment by hostile mobs.
Kenna would no longer be part of the illegitimate Republic of Anura. Kenna would belong to him.
It had begun.
The Caliph felt a surge of righteousness, and the clear piercing truth filled him like a light. The only solution to violence was more violence.
Many would die in the next several minutes, and they would be the fortunate ones. But there was one person in the Stone Palace who would not be killed - not yet. He was a special man, a man who had come to the island in an attempt to broker a peace. He was a powerful man, revered by millions, but an agent of neocolonialism nevertheless. So he had to be treated with care. This one - the great man, the "peacemaker," the man of all peoples, as the Western media insisted - would not be a casualty of a military skirmish. He would not be shot.
For him, the proper niceties would be observed.
And then he would be beheaded as the criminal he was.
The revolution would be nourished on his blood!
CHAPTER ONE
PART ONE
CHAPTER ONE
The worldwide headquarters of the Harnett Corporation occupied the top two floors of a sleek black-glass tower on Dearborn Street, in Chicago's Loop. Harnett was an international construction firm, but not the kind that put up skyscrapers in American metropolises. Most of its projects were outside the United States; along with larger corporations such as Bechtel, Vivendi, and Suez Lyonnaise des Eaux, it contracted for projects like dams, wastewater treatment plants, and gas turbine power stations - unglamorous but necessary infrastructure. Such projects posed civil-engineering challenges rather than aesthetic ones, but they also required an ability to work the ever shifting zone between public and private sectors. Third World countries, pressured by the World Bank and the International Monetary Fund to sell off publicly owned assets, routinely sought bidders for telephone systems, water and power utilities, railways, and mines. As ownership changed hands, new construction work was required, and narrowly focused firms like the Harnett Corporation had come into their own.
"To see Ross Harnett," the man told the receptionist. "The name's Paul Janson."
The receptionist, a young man with freckles and red hair, nodded, and notified the chairman's office. He glanced at the visitor without interest. Another middle-aged white guy with a yellow tie. What was there to see?
For Janson, it was a point of pride that he seldom got a second look. Though he was athletic and solidly built, his appearance was unremarkable, utterly nondescript. With his creased forehead and short-cropped steel-gray hair, he looked his five decades. Whether on Wall Street or the Bourse, he knew how to make himself all but invisible. Even his expensively tailored suit, of gray nailhead worsted, was perfect camouflage, as appropriate to the corporate jungle as the green and black face paint he once wore in Vietnam was to the real jungle. One would have to be a trained observer to detect that it was the man's shoulders, not the customary shoulder pads, that filled out the suit. And one would have to have spent some time with him to notice the way his slate eyes took everything in, or his quietly ironic air.
"It's going to be just a couple of minutes," the receptionist told him blandly, and Janson drifted off to look at the gallery of photographs in the reception area. They showed that the Harnett Corporation was currently working on water and wastewater networks in Bolivia, dams in Venezuela, bridges in Saskatchewan, power stations in Egypt. These were the images of a prosperous construction company. And it was indeed prospering - or had been until recently.
The company's vice president of operations, Steven Burt, believed it ought to be doing much better. There were aspects of the recent downturn that aroused his suspicions, and he had prevailed upon Paul Janson to meet with Ross Harnett, the firm's chairman and CEO. Janson had reservations about taking on another client: though he had been a corporate-security consultant for only