Word: legendizing
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...Princeton since 1989. The Crimson hasn’t won at Penn since 1991. In the last 44 years, the Killer P’s have a 379-31 record against the rest of the Ivy League. Their buildings have become the stuff of legend, the Palestra in particular. The most historic and acoustically insufferable gym in the Ancient Eight, the Palestra practically spills its fans onto the court, where they can scream at a guy like Sam Winter from three inches away as he inbounds the ball. The sixth-man clichés abound...
...BOTTOM LINE It's like the legend of Ulysses. The pact helps a government to tie itself to the mast and resist the sirens. JOSE MANUEL DURAO BARROSO, Portugal's Prime Minister, on supporting the Stability and Growth Pact
...jasmine, frangipani and bougainvillaea. Formal water gardens enclose regal cupolas and elegant archways. Inside the fortress, a black-and-white-tiled courtyard hints at a sumptuous past. In 1623, the palace served as a refuge for the young Shah Jahan, future Mughal Emperor, after he revolted against his father. Legend has it that the galaxy of semiprecious stones?rubies, onyx, jasper and jade?laid into its marble interior so impressed the prince that he later copied the idea for the tomb he built for his wife in Agra?the Taj Mahal...
...cynical twists of finance, business newswires flashed word Friday morning that Fiat's stock price had shot up 6% at the opening in response to the death of company patriarch Giovanni Agnelli. The market is unsentimental, and crudely calculated that the passing of the 81-year-old Italian corporate legend - who had blocked earlier moves to pull the Agnelli dynasty out of the auto business - cleared the way for the family's long-anticipated and inevitable exit from carmaking. The market's initial reaction was a reminder of just how much the Italian industrial landscape has changed since the heady...
...have learned a lot of what he knows from Gerstner, but early in his career Palmisano gleaned valuable insights from another business legend, Sam Walton, founder of Wal-Mart. At the time, Palmisano had been tapped as a "high potential" leader at IBM and was serving a stint as an executive assistant to Gerstner's predecessor, John Akers, learning the ropes by shadowing the CEO. It was 1989, a few years before Gerstner arrived to tear apart IBM's insular culture, and Big Blue was still plagued by rigid hierarchies, endless meetings and wasteful trappings of executive life...