"The experience of each one of us is the treasure of all. " Gerard de Nerval In 1952, J. L. Lortat-Jacob [2] reported the first programmed right hepatectomy, which had been carried out for a hepatic metastasis of colorectal origin. Today, excisional surgery of the liver has become a routine procedure, with a low mortality and morbi dity. The varieties of excision have increased and been modified in accordance with the site and number of lesions to be treated. These advances notably stem from both the work on the segmental anatomy of the liver by Couinaud [1] and that of Ton That Tung [3], which have opened the way to a simplified and segmental method of hepa tic resection that is both safe and reliable. This progress has been greatly facilitated by a better knowledge of the effects of vascular clamping of the liver, and by the intro duction of new techniques including per-operative ultrasound, the ultrasonic dissector and the argon coagulator. Improvements in anresthesia have also contributed to the safety of these procedures. The high incidence of colorectal cancer (the second commonest cause of cancer death in France) and the frequent occurrence of hepatic metastases from this tumour, more than justify the search for an effective therapeutic management pro tocol. The important place of surgical resection, the technical advances outlined above, and the prospect of new treatment modalities using adjuvant therapy, are additional reasons for preparing a report on this subject.

Accelerated Strategy Development and Execution. The company of today has its supply chains and finances stretched further around the globe than ever before while simultaneously having increasing pressures to drive value across a complicated and fluid set of metrics and deliver innovations, products, and services more quickly and reliably. The competitive advantage belongs to the companies that can quicken their vision-building and strategy-execution efforts -- the ones that can identify challenges more swiftly and accelerate their decision making so they are better able to formulate and deploy responses decisively yet with greater agility. To successfully accomplish this, companies will have to prioritise creating a culture of leadership that strengthens communication skills and emphasises systems thinking by building capacity and capability that cuts across the business smokestacks and permeates the entire organisation. In the book Joseph F Paris Jr shares over thirty years of international business and operations experience and guides C-suite executives and business-operations and -improvement specialists on a path toward operational excellence, the organisational capability and situational awareness that is attained as the enterprise reaches a state of alignment for pursuing its strategies. In doing so, create a corporate culture that is committed to the continuous and deliberate improvement of company performance and the circumstances of those who work there -- a precursor to becoming a high-performance organisation.