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The levers had uneven edges at the bottom; thus, a key coated with wax could be inserted into the lock and a new key could be made by filing where the wax had been pressed down or scraped away Several tries could create a key that matched the lock Bramah pointed out that the bottom edges of the levers showed exactly the depths to which the new key should be cut to clear the bolt Bramah suggested that the lever bottoms should be cut unevenly Then only a master locksmith should be able to open it Using those guidelines, Bramah patented a barrel-shaped lock in 1798 that employed multiple sliders around the lock that were to be aligned with corresponding notches around the barrel of its key The notches on the key were of varying heights.

Remember that von Clausewitz said that good theory has many constraints, based on its actual examples from experience. But for Hamel, a business concept has no constraints:

*This figure will, of course, vary with each individual. Also, shower heads are available that will reduce the flow rate.

When the right key was pushed into the lock, all the notches lined up with the sliders, allowing the barrel to rotate to the unlocked position It was the first to use the rotating element in the lock itself (Fig 16) During this period, burglary was a major problem After the Portsmouth, England, dockyard was burglarized in 1817, the British Crown offered a reward to anyone who could make an unpickable lock A year later, Jeremiah Chubb patented his lock and won the prize money Jeremiah Chubb s detector lock was a four-lever tumbler rim lock that used a barrel key It had many improvements over Barron s One of the improvements was a metal curtain that fell across the keyhole when the mechanism began to turn, making the lock hard to pick Chubb s lock also added a detec-.

The great advantage of a business concept is that it is infinitely malleable. It is, at the outset, only an intellectual construct. So pretend you re a kid again with a very big Lego set, one that allows you to remake the very foundations of commerce. This isn t some meaningless exercise. This is mental training for industry revolutionaries.

blers. Each of these variations can extend the range, flexibility, and security of the system. A locksmith must be conversant with all of them.

For a time, the imagination of the dotcom revolutionaries did seem to remake the very foundations of commerce But in the end, the foundations of commerce won out The majority of e-commerce companies imagined themselves into oblivion, and dragged down much of the stock market with them The dotcom revolution, and Hamel s enthusiasm for it, is an extreme example of imagination as a business strategy But imagination remains a topic of serious business study The literature on imagination continues to grow: We cite especially Creativity in Context, by Teresa Amabile, and a group of Harvard Business Review articles published as Breakthrough Thinking18 But as von Clausewitz, Klein, and many others tell us, expert intuition and imagination are two very different things Let s take a look at one of Hamel s examples to see precisely how Hamel tells the story of Motorola versus Nokia.

Motorola led the world in cellular telephones until 1997, but it missed the shift to digital wireless technology by just a year or two That brief window gave Nokia its chance to forge ahead In the 1980s, Nokia was known for its snow tires and rubber boots Suddenly, it was one of the fastest-growing high-tech companies in Europe, leaving Motorola in its wake Motorola was slow to catch on to the move to digital phones, and it has paid a heavy price for its ambling ways Nokia shot past Motorola suddenly, in just that 2-year window How did Nokia do it Apparently it had more imagination But let s take a closer look First, Nokia had the advantage of location The far north of Finland, where it was based, may seem remote, but that turned out to be a boon.

Figure 9.11 illustrates a system of control based on keyway design. General Lock s Series 800 key section passes all cylinders in the system; 29, 30, 31, 32, and 33 are submasters, each passing four cylinders; the change keys are restricted to their own individual cylinders. In its fullest expansion, the system includes 35 different keyways on the change-key level and four master key levels.