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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
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What will we do differently or better than our competitors to achieve greater value for our customers and superior profits for our firm
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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
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104 T H E A D V A N T A G E O F E X P E R T I N T U I T I O N
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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:
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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.
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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:
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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.
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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.
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