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The fan control is a temperature-sensitive switch that turns the blower on and off at preset air temperatures It is independent of the thermostat When the thermostat calls for heat, only the burners should fire The fan should not begin to operate If it does, the fan control is either faulty or in need of adjustment After the heat exchanger warms up to a temperature of about 110 F to 120 F, the fan should begin to operate When the temperature setting on the thermostat is satisfied, the thermostat will shut off the burner but not the fan The fan will continue to operate until the temperature in the heat exchanger drops to about 85 F If the heat exchanger gets too hot, the high-temperature limit control will shut off the burner The limit control is usually set at about 175 F.

And yet, even at the front, the general cannot go around giving commands to each and every soldier Hence the search for a method to communicate a general idea of strategy to the troops, like Lucent s strategic direction, or thrust, or focus, or intent Strategic Intent is the title of an influential 1989 article by Gary Hamel and C K Prahalad21 It makes the case that the top should make a general strategic statement, like Lucent s new strategy, which everyone else then implements in a flexible way But that s not an excuse for laxity Strategic intent requires an obsession with winning at all levels of the organization It sets a target that deserves personal effort and commitment The top must set clear milestones and review mechanisms that track progress and give recognition and rewards to reinforce desired behavior.

Figure 12.21 The Epilock high-security hasp and staple unit used the Mini Kaba cylinder. (Kaba Locks, Ltd.)

When it does so, the challenge becomes inescapable for everyone But wait This sounds like ordinary strategic planning again You set milestones Jomini s objective points and you make them inescapable for everyone What s different about strategic intent Flexibility Hamel and Prahalad explain that strategic intent is flexible as to means while being clear about ends It leaves room for improvisation Achieving your strategic intent requires enormous creativity So in classic strategic planning, the top decides on both the ends and the means, and the bottom implements the means In.

drilled and the rawbolt inserted, the staple is screwed on tight, making removal exceptionally difficult. The security of this system is much greater than that of the several screws one would expect with a security hasp. The dimensions are provided in Fig. 12.23. The 45201 security window/patio door lock has a universal locking mechanism that can be used for any application where a sliding door or window

strategic intent, the top decides on the ends, then the bottom decides on the means. Still, Jomini rules. Strategic intent lets the bottom decide on the means (the marches of armies ) but the means still follow the ends (the objective points ). It s still a form of strategic planning, where the goal comes first. In expert intuition, the means precede the ends. The coup d oeil can come from anywhere, top or bottom, but the top must decide to follow it through. The top then communicates both ends and means to the bottom. Thus, the coup d oeil drives what everyone does, top and bottom alike. It s a strategic path with both ends and means, not a strategic intent with only ends. Strategic intent comes in many variations. We saw how Lucent used the idea under different names. And we also find a version that comes closer to expert intuition in Reinventing Strategy, by Willie Pietersen, a former CEO. Pietersen calls his version of strategic intent the winning proposition. In his business career, Pietersen developed a strong sense of pragmatism. So he asks of any business idea, Does it work He does not quite invoke expert intuition directly. But his view of strategy touches on several elements of the art of what works. For Pietersen, the winning proposition answers this question:22

Figure 12.22 Epilok unit broken down into separate sections for installation. (Kaba Locks, Ltd.)

What will we do differently or better than our competitors to achieve greater value for our customers and superior profits for our firm

Figure 12.23 Specification data for the Epilock. (Kaba Lock Ltd.)