vb.net print barcode labels The Art of Expert Intuition in Software

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The Art of Expert Intuition
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Introduction An Eye for What Works
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The Problem of Intuition Goal Setting versus Coup d Oeil Four Keys to Success Coup d Oeil Today Coup d Oeil in Science East Meets West An Eye for Business
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Adaptive versus Creative Response Creative Imitation Build on What Works Johnson & Johnson Marriott American Express Creative Structure DuPont
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Copyright 2003 by William Duggan. Click Here for Terms of Use.
vi C O N T E N T S
General Motors Standard Oil Sears The Art of Japanese Business The GE Way The Erratic Goddess Creative Success
61 64 66 68 72 76 80
Part II
4
The Advantage of Expert Intuition
83 85
85 90 94 97 98 101 104 106
Plan-to versus Can-do
The Triumph of Planning Strategic Flexibility Honda Takes Off What s a Good Plan Coastline Pool Consortium Strategic Intent Core Competence Creative Planning
5
Change versus Charge
The Fifth Discipline Great Groups Knowledge Management The Achievement Network Organizational Change
109 113 119 121 125
6
Forces versus Sources
Five Forces and Three Strategies Does It Work Competitive Intuition Grounded Research Five Sources Competitive Insight Expert Analysis
129 134 138 140 144 145 147
Part III
7
The Application of Expert Intuition
149 151
152 155
Arrows in the Quiver
Brainstorming Is It SMART
Contents
SWOT Creative Stimulation Bootstrapping Normal Science What-Works Scan Wei Wu Wei Quality Dialogue Reengineering Game Theory Trotter Matrix S-Curve After-Action Review 8
156 157 161 165 167 171 173 176 178 181 183 185 187
The Art of Synthesis
Whose Strategy Is It The McKinsey Way Strategic Synthesis
194 196 206
9
The Way of What Works
In Search of Success Let Go The Hero s Journey Creative Strategy
215 220 224 229
Appendix
Right versus Might
Schools of Social Strategy In Search of What Works GRAD Globe-Trotter
234 236 238 242 351 271
Notes Index
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Preface
V I N C I , the original Renaissance man, stands out in history for his achievements in both science and art. He made scientific advances, especially in anatomy and mechanical invention, and he painted two of the most famous pictures of all time: the Mona Lisa and the Last Supper. How did he do it A famous quote by Leonardo himself reveals the secret:
EONARDO DA
As you cannot do what you want, want what you can do.1
Leonardo da Vinci was an artist of what works. He tells us that his creative method starts by giving up what you want. This contradicts conventional wisdom: Doesn t everything start with a vision, a goal, a desire According to Leonardo, no. You have to give those up. Instead, you want what you can do. That is, first you see what you can do, then you know what goal to set. You don t know what problem you can solve, what
Copyright 2003 by William Duggan. Click Here for Terms of Use.
x P R E FAC E
painting to paint, what desire to fulfill, until you see how to do it. You do what you can, not what you want. But still we ask: What can you do That depends on how much you know, how much you ve learned, and what skills you master. You can only do what you or someone else has done in the past, but in new combinations to suit the present. The more you study the experience of others, and the more you practice yourself, the more you can do. What works in the future is some combination of what worked before in the past. Great scientists, great artists, great business leaders they don t reach for the stars, they grasp what works. Four centuries later, we hear an echo of Leonardo s secret in the words of a modern Renaissance man:
The operative assumption today is that someone, somewhere, has a better idea; and the operative compulsion is to find out who has that better idea, learn it, and put it into action -fast.2
This quote comes from Jack Welch, who rivaled Leonardo in the range of his achievements. Welch ran General Electric, the world s largest conglomerate, for 20 years of stunning success, from 1981 to 2001. At a time when other companies sought greater focus on one or two major businesses, Welch succeeded in a dozen different sectors, from aircraft engines to mortgage insurance to a major television network. For Welch, a good idea was something that worked before somewhere else. You search for what works, and that tells you what you can do. Then you go ahead and do it. As Welch saw it, his main job was to spread this method through General Electric s many different companies. Contrast that with the dot.com craze of the same era, where pie-in-the-sky business plans brought the stock market to its knees. Like Leonardo da Vinci, Welch was an artist of what works. This book tells how Leonardo and Jack Welch did it. And not just them: We find dozens of others throughout the ages. Napoleon Bonaparte, Bill Gates of Microsoft, Ray Kroc of McDonald s, and top companies like Nokia, Marriott, Johnson & Johnson the
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