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.