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it working that day in 1954, I felt like some latter-day Newton who d just had an Idaho potato caromed off his skull.
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This passage from Kroc is one of the most explicit statements on record of the use of expert intuition in business strategy. When he first saw the original McDonald s restaurant in San Bernadino, California, Kroc had a classic coup d oeil. His resolution after that brought forth the McDonald s we know today. Kroc refers directly to another legendary coup d oeil, this one from science: Isaac Newton s discovering gravity when an apple fell on his head. Kroc converts Newton s apple to a potato, which he also cites as part of his coup d oeil in the form of French fries. Kroc showed great presence of mind. He expected the unexpected. When he went to San Bernadino, he had a very different strategic goal from starting a restaurant chain. At the time, he was selling Multimixers to soda fountains and restaurants across the country. A Multimixer is a machine that mixes six milkshakes at a time instead of only one. Kroc s goal was clear: to sell as many Multimixers as possible. Kroc had heard that the McDonald brothers kept eight Multimixers going at full capacity. How did they do this He paid a visit to the McDonalds restaurant in San Bernadino to learn their secret. Whatever they did, he wanted to recommend the same thing to his other clients, so that they too would buy eight Multimixers, and so increase Kroc s sales. But during his visit, he changed his goal. In the art of what works, the means precede the ends. The goal comes second, not first. How that happens is very hard to explain. It seems as if the world turns upside down, or a potato falls on your head. Successful strategists are seldom aware of their expert intuition. They just have it, and they go on from there. Kroc s statement is also unusual because successful strategists very rarely cite past achievements as the key to their success. Why In part, because they suppress the notion. Steven Jobs, founder of Apple Computer, once explained in an interview,
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Creativity is just connecting things. When you ask creative people how they did something, they feel a little guilty because they didn t really do it, they just saw something. It seemed obvious to
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them after a while. That s because they were able to connect experiences they ve had and synthesize new things.3
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Here Jobs reveals one of the secrets of creative success: combining successful ideas from others. He himself was a stellar example. Jobs s partner, Steven Wozniak, had already developed a small, inexpensive computer, which Jobs combined with the features he saw at a meeting with Xerox in December 1979. In the interview that this quotation comes from, Jobs explains how guilty he feels about claiming credit. During the meeting with Xerox, Jobs had a classic coup d oeil, as he explains in another interview:
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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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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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