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Champions do extra. They sweep the sheds. They follow the spearhead. They keep a blue head. They are good ancestors.
In Legacy, best-selling author James Kerr goes deep into the heart of the world's most successful sporting team, the legendary All Blacks of New Zealand, to reveal powerful and practical lessons for leadership and business.
Legacy is a unique, inspiring handbook for leaders in all fields, and asks: What are the secrets of success - sustained success? How do you achieve world-class standards, day after day, week after week, year after year? How do you handle pressure? How do you train to win at the highest level? What do you leave behind you after you're gone?
Walter Scott was acutely conscious of the fictionality of his
historical novels. Assuming Scott's keen awareness of the problems
of historical representation, James Kerr reads the Waverley novels
as a grand fictional project constructed around the relationship
between the language of fiction and historical reality. Scott
deliberately played fiction and history off against one another;
and we can see throughout his novels a tension between the
romancer, recasting the events of the past in accordance with
recognisably literary logics, and the historian, presenting an
accurate account of the past. This contradiction, reflected in
Scott's generic mixture of romance and realism, remains unresolved,
even in the most self-conscious of his works. It is in this
interplay of fiction and history that Professor Kerr identifies the
rich complexity of the Waverley novels.
James Kerr, a captain in the East India Company, translated this
Persian text on the history of the Marathas in India. Published in
1782, it was one of the first English works to appear on the
subject. Its content was compiled for Kerr by a Hindustani using
Persian manuscripts and oral tradition. The Marathas had replaced
the Mughal emperors as controllers of a large part of the
sub-continent by the beginning of the eighteenth century, and it
was inevitable that they would come into conflict with the East
India Company. At the time of publication, the first of the three
Anglo Maratha wars had just ended, and interest in Indian affairs
was great. Kerr denies any claim to be a historian, or to offer an
analysis of his sources. The narrative outlines the growth of
Maratha power from the seventeenth century, and concludes with a
glossary of Indian terms.
Walter Scott was acutely conscious of the fictionality of his
"historical" narratives. Assuming Scott's keen awareness of the
problems of historical representation, James Kerr reads the
Waverley novels as a grand fictional project constructed around the
relationship between the language of fiction and the historical
reality. Scott deliberately played fiction and history off against
one another; and we can see throughout his novels a tension between
the romancer, recasting the events of the past in accordance with
recognizably literary logics, and the historian, presenting an
accurate account of the past. This contradiction, reflected in
Scott's generic mixture of romance and realism, remains unresolved,
even in the most self-conscious of his works. It is in this
interplay of fiction and history that Professor Kerr identifies the
rich complexity of the Waverley novels.
This guide to achieving sustainable world-class performance
provides guiding principles to senior executives and best practices
to managers that, if fully embraced and implemented correctly, will
transform most any firm into an organization capable of dominating
its industry throughout the 21st Century. While there are many best
practices that firms should consider in their efforts to
continuously improve, there are seven best practices that are
indispensable in this era of rapid change, increasing customer
demands, and intense global competition. These seven best practices
address the people, processes, and technology elements of which
every enterprise is comprised and without them firmly in place,
organizations will eventually flounder. When driven by top
management, instituting 15 business principles based on these seven
best practices will transform an organization from mediocrity to a
powerhouse referred to as The Best Practices Enterprise. These
proven principles and practices are supported by nearly 50 real
examples and excerpts from actual projects to demonstrate how
multiple organizations have institutionalized these best practices.
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