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Note that this is not a statement of goals. The key question is what a firm will do. It asks about means, not ends. Or, rather, the ends are general in the extreme: value for our customers and superior profits. Thus, the winning proposition is less a statement of strategic intent than a strategic path to follow. This is very similar to the key question of Napoleon s strategy: What battle do I fight to defeat the enemy army Therefore, the winning proposition comes close to coup d oeil. It tells you what to do, what actions to take in order to win. Pietersen goes on to explain that a winning proposition indicates what choices management must make that is, what they will actually do to achieve better value and higher profits. This

requires additional locking on the top and/or bottom part of the frame. It is also very suitable for hinged windows or pivoting windows (Fig. 12.24). The lock is operated by a Kaba-20 cylinder mechanism. The same key can be linked to an unlimited number of locks with the same key code, including rim locks, padlocks, or mortise locks. All windows, patio doors, and front and

emphasis on strategy as action rather than strategy as goal comes close to the art of what works. Pietersen comes even closer in a vivid example from baseball. He tells us that to score more runs is not a winning proposition:

For proper operation, the fan should begin to operate before the burners are shut off by the limit control Otherwise, the temperature of the air discharging from the registers will be too high for comfort heating Condensing furnaces Because of the need to conserve energy and the escalating cost of.

The real question is how you intend to do that. A great baseball coach doesn t simply run up and down the sidelines shouting, Score runs! Score runs! but instead offers some specific how-to strategies that make effective use of the talents of the team.

Figure 12.24 Windows or patio door security is assured with this lock unit. (Kaba Locks, Ltd.)

We recall Deming scolding managers for imposing number goals on their employees without a road map showing how to reach them. Pietersen gives an example of just such a baseball road map that a coach might give:

Figure 12.25 Specification data for the window/patio lock. (Kaba Lock, Ltd.)

Lenny, I want you to lay a bunt down the third base line. Then, Wally, your job will be to hit to the opposite field and move Lenny down to second base so Keith can drive him home with a base hit. That s what a winning proposition is like.

back doors can be quickly locked, every time. There is no need to search for individual keys on a large key ring. The dimensions for the window/patio door lock are in Fig. 12.25. These last two locks are excellent counter displays for the locksmith because they practically sell themselves to the customers. There is no need to provide any form of sales pitch for the product. They are top-of-the-line, with proven quality, reliability, and durability, and will give your customer years of valuable protective service. Helpful Hints

Pietersen s how-to strategy comes closest to coup d oeil in his discussion of insight. That s where a winning proposition comes from. Insight means seeing the underlying truth first or seeing it better. It s an Aha! moment, when all of a sudden people begin to make connections or see answers they had never noticed before. Last but not least, Pietersen is the rare strategy expert who puts vision after coup d oeil. For him, Vision . . . is best viewed as an extension of your winning proposition. So first you see what to do, then you have your vision, like Marriott. He saw a way to succeed at airline catering, and then came the vision of a food service company over and above his existing chain of restaurants. So even though Pietersen s version of strategic intent does not cite expert intuition directly, it comes very close indeed.

It s easier to work with padlocks that are open. If the lock is not open, pick it open. Sometimes the shackle bolt can be disengaged with the help of a hatpin inserted through the keyway. However, locks are getting better, and this technique doesn t work as well as it used to.

Prahalad and Hamel are the source of yet another version of flexible strategic planning. In a 1990 article, The Core Competence of