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it is important to note that this book originally came out in 1894 (no, this is NOT a typing error!), therefore the author was able to approach the subject without the knowledge we all have.
basically, thomas wilson examined where and - if information was available - when the different forms of the swastika appeared in history: on coins, pottery, fabrics, etc.
writing a review that does this book, and especially its subject, justice seems impossible, i must admit. let me just add this: the swastika has been known for milleniums in all parts of the world. furthermore it appears, that it was mainly a symbol of good luck. the term swastika originates in the holy language of sanskrit. it is composed of "su", meaning "good", and "asti", meaning "being": "good being".
what a shame adolf hitler chose this beautiful symbol and managed to make most of us feel uneasy whenever we see it. i hope we will one day overcome this...
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The most critical of those is that of the 'idea practitioner' - the role of the unsung heroes in organizations that translate the guru's missives from on high to that of the real-world working business. They are defined as 'individuals who use business improvement ideas to bring about change in organizations'. And to help you seek out these people in your company, Davenport and Prusack helpfully profile a number of real idea practitioners across a range of companies such as BP, Clarica, World Bank, BIC and many others. But chances are that if you are attracted to this book, you are probably an idea practitioner yourself, even in latent form.
The idea practitioner is an idea filterer who possesses the key skills of 'translation, harmonization and timing' and applies them to new ideas around the organization. It's the skill of knowing when to introduce an idea, to maximize its impact and benefit to the organization.
What's the Big Idea? examines the lifecycles of ideas, internal and external adoption rates as well as describing the categories of gurus. These include academic gurus (think Michael Porter), consultant gurus (think Adrian Slywotzky), practicing manager gurus (think Jack Welch) and journalist gurus (think Tom Stewart). Of course these categories are blurred but the distinction is useful. An interesting step would be to consider what type of guru your company seems most interested in. My guess would be that hard asset companies are likely to be swayed by practicing manager and consultant type gurus, high growth companies by journalist gurus and very large enterprises by academic gurus.
But the problem with being an idea practitioner is while you may be rewarded by a good profile in Davenport's next book, you may not be appreciated for your network and filtering skills by your own organization. Indeed, pursuing your interest in ideas may only be tolerated once you have proved yourself in more operational roles. Even so, such an idea driven route can be career limiting, since in every idea you sell to the organization, there will always be an ounce of personal credibility that has to go with it. But by taking the core of the idea, the 'zeitgeist' and perhaps even innovating a little on top of it to make it more acceptable to your organization, you can build on the foundation of initiatives before it.
Which is just as ideas themselves do. In every idea, the authors would argue, there is a kernel of good practice that should be adopted. The problem is that there is often so much emotion wrapped up around a guru, or a leading company or the idea itself is that this kernel is often ignored or dismissed. But gurus themselves are also guilty of this practice. They often battle against each other, dismiss others' ideas or do not give credit to their sources, teams or inspiration. Sounds just like the local management corporate politics wrestled with in 90% of companies, doesn't it? Thus the role of idea practitioner becomes all the more important to the corporation, navigating both the external and internal battlefields.
Overall, a highly recommended read .Additional highlights including a non-partisan ranking of the top 200 business gurus (contrast that with our traffic based rankings on ManyWorlds.com) and an interview with the immensely smart Steve Kerr, previously CLO at GE and now at Goldman Sachs, on how he 'idea practitions'.
So as I contemplate Davenport and Friends' latest book offering, I am moved to share this simple truth:
Unhealthy culture eats: strategy for breakfast, the project schedule for lunch, troublemaker and soon to be laid-off maverick employees for dinner, and all remaining discretionary funds in the annual operating budget 6-months early for a midnite snack.
We can talk until the cows come home about the latest and greatest ideas for maximizing the productivity of knowledge workers -- but the $500 question is: WHEN will executive management start treating culture management as a fiduciary responsibility?
Until this happens, NOTHING else will happen -- except for the razorblade ride down to zero margins. Also, 80% of all new jobs are in companies with less than 25 employees. For the larger companies in the business landscape who think that they're going places -- there's a MESSAGE there.
I really appreciate Davenport's perspective on things; and he's always been a good collaborator with other leading minds. Davenport's focus has now shifted away from I.T. and K.M. and full tilt into Human Capital and Organizational Effectiveness. AMEN! It's about time! I'm an I.T. veteran of 20+ years who is SICK of living and working in a cess-pool of low morale by staff and displacement of responsibility by executive management.
CIO's everywhere sit up and take heed -- the goldmine that you seek is NOT in integration of your processes or technology. Instead, it's in your Human Capital; everything else is merely a consequence/outcome of that fact. Can't sell that idea to Finance you say? Then read about cultural triage from Geoffrey Moore's "Faultline" (also available from Amazon) and see how any line functions that are underneath Finance in the org structure will slowly suffocate and drive out mavericks -- because the default culture of Finance is operational -- not innovative.
Read Davenport's "Big Idea" twice. Then read Dave Ulrich's book "Why The Bottom Line Isn't" (also available from Amazon). Then stop talking to software integrators and instead go out and get yourself a really good HRD-OD professional with an I.T. background -- and PLEASE don't wait around for H.R. to give you "permission" to do this or you really will be waiting for the cows to come home. It's time to get traction and move on already. Otherwise you'll find yourself fired only 2 years into a 5 year contract.
Heed this advice or else "CIO" really does mean "career is over".
Yes it is a wonderful epic adventure story about a boy and his dogs and their heroic devotion to each other. And yes, it is so well read that you live every moment right alongside Billy and Old Dan and Little Ann. But, like most great novels, it is much more.
I am a dog lover, a college teacher, and a retired field grade Army officer. I loved the book not only for the captivating story, but also for the slice of Americana that it captures and preserves. It is a time capsule of a way of life, of what made this nation great. The breadth, depth, and magnitude of the love, devotion, responsibility, integrity, courage, and tenacity of the characters is awesome. It was a simpler time, when modest, humble, ordinary people were heroes in their own right, but could not imagine being any other way.
If this story doesn't burst your heart with joy and then rip it out with painful agony, you are dead and worse.
If you think you're dead, it will awaken and electrify feelings you didn't know you had.
If you are looking for answers, you will find them all in this simple little tale of perfectly ordinary and unassuming heroes of epic stature.
It's about a 10 year old boy, Billy, that isn't so wealthy that lives in the Ozark Mountains. All he wants is two coon hounds, but unfortunately he can not afford them. With much determination he saves all the money he needs to buy them. Soon enough, he brings them home with nothing, but pure love and joy. The three of them later become an inseparable hunting team. All three them go through tough times, but they go through them together. The end of the story will inable you to relate to how Billy feels and you be left with tears in your eyes.
I strongly believe you should read this amazing book. It will fill your heart with love and teach you how far one is willing to go, just to get something.
3MEG
5HRB
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I encourage all of you out there to read a Julie biography book! Heck, maybe I'll write one! But do yourselves a favor and get this book! Learning about the fascinating life of Julz Andrews will be something that will both surprise and capture you- you will NOT regret it!