The Education Of A Navy

This volume provides the first comprehensive history of education and training for officers of the Royal Navy in the eighteenth and nineteenth centuries. It covers the development of educational provision, from the first 1702 Order in Council appointing schoolmasters to serve in operational warships, to the laying of the foundation stone of the pre

THE HEART AND THE FIST shares one man’s story of extraordinary leadership and service as both a humanitarian and a warrior. In a life lived at the raw edges of the human experience, Greitens has seen what can be accomplished when compassion and courage come together in meaningful service. As a Rhodes Scholar and Navy SEAL, Greitens worked alongside volunteers who taught art to street children in Bolivia and led US Marines who hunted terrorists in Iraq. He’s learned from nuns who fed the destitute in one of Mother Teresa’s homes for the dying in India, from aid workers who healed orphaned children in Rwanda, and from Navy SEALs who fought in Afghanistan. He excelled at the hardest military training in the world, and today he works with severely wounded and disabled veterans who are rebuilding their lives as community leaders at home. Greitens offers each of us a new way of thinking about living a meaningful life. We learn that to win any war, even those we wage against ourselves; to create and obtain lasting peace; to save a life; and even, simply to live with purpose requires us—every one of us—to be both good and strong.

Everythingyou need to know about how machines work.

Faced with the choice of starting a company or joining a large corporation, Steve Jobs believed that it was 'more fun to be a pirate than to join the navy'. But for innovators inside established companies, making a distinction between being a pirate and joining the navy is a fallacy. We have to figure out a way to become pirates in the navy! There is nothing harder in business than trying to innovate within large corporations. Innovators in big companies often face internal opposition as well as their external competitors. It is the management of the core business that tends to get in the way of innovation. Most intrapreneurs recognise that innovation can’t be carried out as a series of one-off projects that always have to jump through political hurdles. They realise that there is a need for innovation to happen as a repeatable process. But how can they achieve this? This is a step-by-step guide to getting continuous innovation done in companies and reshaping them in the process. It is for anyone involved in corporate innovation and driving company change.