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The thumb in this prototype is articulated (moves) but is not opposable. To improve this design, make the thumb opposable. This will increase the effectiveness of the hand. To make the thumb opposable, the thumb-containing portion of the hand must be cut off and reattached using a spring-loaded hinge (see Fig. 16.28). The spring-loaded hinge would be located on the rectangular box shown in Fig. 16.28. An air muscle connects to this section; when activated, it pulls the thumb into the palm section of the hand. This makes the thumb opposable as well as articulated.

The robotic hand can be interfaced to an IBM-compatible computer using five electric solenoid valves, similar to the single-valve design shown earlier. An outer covering like a rubber hand can be fitted over the robotic hand to make an android hand (see Fig. 16.29). Some other applications for the air muscle are interesting. Here are a few: Six-legged robotic walker Easy-open jar clamp (for people with arthritis) Robotic hands Robotic arms

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If all that history and analysis wasn t enough to throw cold water on getting big, we came across a Washington, D.C., organization called the Corporate Strategy Board. This organization, in association with, of all corporations, Hewlett-Packard, developed a study on the theoretical limits to growth. It studied corporate stall experiences over four decades and concluded that big is indeed very difficult to manage for growth. The numbers are hard to argue with. A $40 million company needs only $8 million to grow 20 percent. A $4 billion company needs $800 million. Very few new markets are that large. This means that the larger and more successful a company is, the more difficult it will become for it to maintain that pace. Interestingly, 83 percent of the root causes of company stall points were controllable. Either strategic factors or organizational factors led to trouble. Translation: it s easy to make management mistakes with giant corporations the bigger they are, the harder they are to manage. (Look out below!)

(1) Air muscle, 6" long with 5/32"-diameter tubing $15.95 (1) PET bottle top adapter with pressure release valve $4.00 (1) Three-way air valve $4.00 (1) Air pump adapter $2.00 (1) Foot air pump with 100-psi air pressure gauge $12.95

(1) 5/32"-diameter air tubing $0.25 per ft (1) 7/32"-diameter clear air tubing (for making quick releases) $0.25 per ft

(1) 5-VDC three-way solenoid air valve, 90 psi maximum $30.00 (1) DB25 pin connector $3.50 (1) 4050HCT noninverting hex buffer $4.00 (1) TIP 120 NPN Darlington transistor $1.25 Parts are available from: Images Company 39 Seneca Loop Staten Island, NY 10314 (718) 698-8305

There is no sadder story than that of AIG. Before the great crash, it was a holding company for a network of

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Jameco Electronics 1355 Shoreway Road Belmont, CA 94002 (650) 592-8097 JDR Electronics 1850 South 10 Street San Jose, CA 95112 (800) 538-5000 Images SI, Inc. 39 Seneca Loop Staten Island, NY 10314 (718) 698-8305 Radio Shack Check local telephone directory for store nearest you

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subsidiaries engaged in insurance and insurance-related activities, including property, casualty, life, financial services, retirement savings products, asset management, and aircraft leasing. It was the largest insurance company in the world. It was unmanageable. It s no wonder that a 300-employee group in London that was insuring toxic credit default swaps took the company over the cliff. A sad, sad story that didn t have to end that way. Many years ago, we worked for AIG doing some strategy for one of its hobby acquisitions, the Stowe ski area in Vermont. (CEO Hank Greenberg was a big skier.) It became apparent that AIG s real need was to clearly reposition itself as more than just a big general and life insurance company. The obvious idea that we presented was simple but powerful: America s answer to Lloyd s of London. AIG had a strong global presence in this kind of insurance, and, thanks to Hank, it was a far better managed operation than Lloyd s. But it didn t want to hear about this strategy. AIG wanted to get into financial services and everything else. It wanted to be everything for everybody. Well, we know how that worked out. Here s a case where a company chased change to a place where it never should have gone. It should have stayed where it was. But more on that in the next chapter.

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