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So expert intuition should come at the start, in Step 1 Rather than changing the model, let s look for another But where In The Structure of Scientific Revolutions, Kuhn showed how scientists solve problems first of all by building on the achievements of the scientists who came before them15 That s the essence of normal science Does it offer a model for problem solving in general We see a picture of normal science in a recent article in Technology Review about gene research and development at Maxygen, a biotechnology company16 Here s how the research starts: Pick several versions of the gene of interest That means that either you or some other scientists isolated and identified the gene in the past Whoever did so thought the gene was enough of interest for this to be worth doing.

Figure 2.29 Broken-key extractors are useful for removing broken key parts from locks. (A-1 Security Manufacturing Corp.)

Now you think it has enough interest to work on it further That interest comes from expert intuition You see something in the gene that might make a useful product A lab and a research budget give you the opportunity to try it Next, you recombine the genes The new combinations use different proteins Now you use your expert intuition again: Selected genes go on for commercial development or back into the cycle for further refinement Figure 72 shows a more general version of the process used at Maxygen Note that there are four main arrows, just as in the.

Figure 2.30 A mechanical code key cutter lets locksmiths make accurate keys without having a key to duplicate. (Ilco)

problem-solving wheel. But here the arrows show forward motion, not a wheel spinning in place. And expert intuition has a central role in identifying the problem and finding a solution. To use normal science in the art of what works: Scan past achievements for problems that you might be able to solve. Try out what seems to be the best combination of past achievements. See if it works. If it doesn t work, try a new combination. If it works, take it to scale.

Scientists can scan the past achievements of other scientists through hundreds of printed journals that report those achievements. There is no such system for business.17 The stock market and other public measures track company performance, but you can t trace the results to any particular action that the company

retainer clip that secures an automobile s door handle to the door. (A-1 Security Manufacturing Corp.)

whether there is a vapor barrier associated with the insulation. A vapor barrier is a thin sheet material such as polyethylene film, aluminum foil, or an asphalt-impregnated kraft paper through which water vapor cannot readily pass. 254 Energy considerations

took Achievement equals action plus positive result If you know the positive result, but you don t know what action led to it, you can t pin down the achievement In earlier chapters we saw examples of companies, such as Chevron and General Electric, that set out to document their achievements in order to draw on them later To use the Trotter matrix, you scan for what works, both inside and outside your own company We saw how DuPont and General Electric scanned competitors and other industries for models of what works A scan for what works is a clear case of grounded research, where what you find shapes what you search for Yet we lack a model for conducting a strategy scan for what works.

Figure 2.32 A door trim pad clip removal tool is used for automotive work. (A-1 Security Manufacturing Corp.)

You can set up a Trotter matrix to capture the answers, but how do you search in the first place Benchmarking can help, but it s not the same thing as a strategy scan For example, you might benchmark how long other airlines take to turn planes around at the terminal, and then imitate what the fastest do But how did you decide in the first place that turnaround speed was part of your strategy If you benchmark all possible courses of action before deciding on your strategy, your entire budget will go to benchmarking instead of to making and selling your product Note that GE did not benchmark during the Trotter exercise: It has the advantage of having prior best practices assessments before it turns to strategy.

Decoder decodes the tumblers in a GM lock without complete disassembly of the lock. (Keedex Mfg.)