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They showed me really three things. But I was so blinded by the first one I didn t even really see the other two. . . . I was so blinded by the first thing they showed me which was the graphical user interface. I thought it was the best thing I d ever seen in my life. Now remember it was very flawed, what we saw was incomplete, they d done a bunch of things wrong. But . . . still . . . the germ of the idea was there and . . . within you know ten minutes it was obvious to me that all computers would work like this some day.4

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Installation. All of the Simplex models have the same basic three-piece self-

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Like Kroc s, Jobs s coup d oeil changed his goal. He set out to combine the Xerox features with Wozniak s latest computer model. The result was the Macintosh, the first user-friendly, affordable personal computer. These quotes from Kroc and Jobs are rare examples of journalists catching the art of what works in action. More often, a journalist asks about innovation, not imitation what s new, not what s old. A recent example is New Ideas about New Ideas by Shira White, who interviewed 100 artists, sculptors, architects, and business leaders.5 When you ask what s new, that s what you get. When you ask what worked, you get something else entirely. Academic researchers also usually miss the art of what works. That s because they carry into their inquiries other theories of strategy. When you read about McDonald s or Apple in business textbooks or in teaching cases, you find analysis and discussion of economic factors, team dynamics, personal drive, and a variety of cultural, political, and social forces inside and outside the firm. You seldom read about what worked in the past. It s hard to find

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In the following guide we'll create a local report ( RDLC file) which features barcoding capabilities by using Bytescout Barcode SDK. Follow these steps:.

aligning assembly and install easily and quickly. Note: All Simplex door locks require a minimum flat surface of 31 2 inches on the inside of the door to mount. Simplified, the procedures for installation are as follows. Drill two holes, 3 4 and 15 8 inches in diameter, a distance of 2 8 inches from the door edge. Key bypass models will require an additional 7 8-inch key cylinder hole. All parts are provided for a complete wood door and frame installation. Included are two styles of strikes (standard) to suit any wood door frame (A in Fig. 18.15).

31 2 4 3 4 5 4 3 5 3 3 2 3 51 2 41 2 31 2 6 31 2 31 2 2 31 2

In many settings, brainstorming has evolved into participatory strategic planning. Using the technique Osborn describes, the group throws out and selects ideas for a mission, goals, and activities. But we still have the same problem: How do we decide what s a good mission, or goal, or activity Just because the group likes it doesn t mean that it can work.

Figure 18.15 Standard and optional strikes. (Simplex Access Controls Corp.)

But often we find a way to check on the goals that the group selects. You ask if they are SMART, meaning specific, measurable, achievable, realistic, and time-bound. A search of sources reveals no origin for SMART it seems to be a popular tool that has evolved in recent decades without a single author. For the art of what works, achievable and realistic stand out within SMART. In a coup d oeil, you see a battle that you can win and a course of action that you can follow to win it. Therefore, that course of action is achievable and realistic. In most cases, however, the group asks the question in the wrong place. In participatory strategic planning, the mission comes first, then the goals, and only then do you check whether the goals are SMART. To do that, you need to know the activities. If the activities needed to reach the goal can succeed, then the goal is achievable and realistic. But usually the question of whether the goals are SMART comes before the determination of the activities. And how do we know whether goals are attainable and realistic In the art of what works, we see whether anyone has achieved anything similar in similar situations. In strategic planning, we get no guidance at all. To use SMART goals in the art of what works: Start with activities: What course of action would lead to success What makes you think so (Are the activities based on past achievement ) Are the activities possible Do you see a way to carry them out What specific goals would the activities reach, over what time period How will you know when you reach the goals What measures will you track

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