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The keyboard program is a DOS-level program that allows one to control the robotic arm in real time (interactively) using the keyboard. The following keys perform the following functions:

Enterprises that sustain their growth over a period of time are seen as successful. With that success, a we know best culture often develops. And why not After all, the evidence seems to suggest that these managers and employees do know best. Over time, pride can lead to overconfidence or arrogance. When people think that they have the answers and others don t, they tend not to pay much attention

The speech control for the robotic arm uses the speech-recognition kit from Chap. 7. In this section we will build an interface from the speech-recognition kit to the robotic arm. This interface is also offered in a kit form from Images SI, Inc. The schematic for the speech-recognition interface is shown in Fig. 15.11. The interface uses a 16F84 microcontroller. The program for the microcontroller is as follows:

Speech Recognition Interface program Symbol PortA = 5 Symbol TRISA = 133 Symbol PortB = 6 Symbol TRISB = 134 Poke TRISA, 255 Poke TRISB, 240 Start: Peek PortB, B0 If bit4 = 0 then trigger goto start trigger: Pause 500 Wait 0.5 seconds Read BCD number @@@@@@@ &&&&&&&&& %%%%%%%% ############# Team LRN Peek PortB, B0 Repeat Trigger enabled, read speechrecognition circuit

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to those others especially outsiders because it seems like a waste of time. What s the downside An organization that is inwardly focused inevitably misses new opportunities, overlooks threats from competitors, and misreads changing customer needs. When you don t see opportunities or hazards, your sense of urgency drops. With less urgency, you are even less inclined to look outside for the new possibilities and problems. Complacency grows. Examples abound of how success creates size, market power, and an entitlement culture, all of which, in turn, create an inward focus, a lack of understanding of external reality, and a total lack of urgency to correct the problem. Success in repositioning must come from outside thinking. That s where the market is located.

@@@@@@@ &&&&&&&&&

if bit5 = 1 then send goto start send: peek PortA,b0 poke PortB, b0 goto start eleven: if bit0 = 0 then ten poke portb,11 goto start ten: poke partb,10 goto start end Repeat Repeat Repeat

Programming the speech-recognition interface is the same procedure used to program the speech-recognition kit in Chap. 7. To operate the robotic arm properly, you must program certain word numbers to specific robotic arm functions. You may use whatever command word you wish for any particular command. I am providing a command word in Table 15.1 for illustration; you may change any word you wish.

With size comes a large degree of inflexibility, ego, vested interests, and other bad things that hamstring a company in this age of the unpredictable. Just look around you at the wreckage of our largest institutions, such as AIG, GM, Merrill Lynch, Citicorp, and others. Repositioning requires a certain degree of flexibility that size makes very difficult, if not impossible. If you re going to get big, do it the way United Technologies does it. It has assembled a number of highly specialized brands that operate on their own, such as Otis elevators, Carrier air conditioners, Sikorsky helicopters, Pratt & Whitney jet engines, and Norden electronics. Each of these companies could reposition itself if necessary, with little impact on the rest of the organization. Do you think many people know that Otis is owned by

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Close gripper Elbow down Rotate base CCW Shoulder up Rotate wrist CW Open gripper Elbow up Rotate base CW Shoulder down Rotate wrist CCW Stop

@@@@@@@ &&&&&&&&&

United Technologies Does it matter Each brand has retained the flexibility to deal with whatever happens in this fast-changing world. When you start to study the subject of getting big, you quickly come up with a stunning amount of research and analysis that seriously questions whether bigger is better. By the time we finished, we began to wonder what in the world these CEOs were thinking about as they got trapped in the land of merger mania. Let s start with the academics.

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