SKU: 40138799621

AEM Infinity 708/710/712 Plug & Play Ford Coyote Jumper Harness

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Description

AEM Infinity 708/710/712 Plug & Play Ford Coyote Jumper HarnessA Complete Standalone ECU for the Ford 5. 0L Coyote Engine The Coyote Plug & Play adapter harness combines with Infinity ECUs to retain full control of the engines TI VCT variable cam timing control and Drive by Wire (DBW) system. The Infinity ECU is the first standalone programmable ECU to deliver full control of all four of the Coyotes variable valve camshafts and deliver programmable control of the Coyotes drive by wire system. This capability

A Complete Standalone ECU for the Ford 5.0L Coyote Engine

The Coyote Plug & Play adapter harness combines with Infinity ECUs to retain full control of the engine’s TI-VCT variable cam timing control and Drive-by-Wire (DBW) system. The Infinity ECU is the first standalone programmable ECU to deliver full control of all four of the Coyote’s variable valve camshafts and deliver programmable control of the Coyote’s drive-by-wire system. This capability provides tuners with the ability to take full advantage of the engine’s midrange power potential through the adjustment of all four camshafts anywhere in the RPM range, and create two drive-by-wire profiles for rain maps, pit lane limits and more. The Infinity Coyote adapter harness is compatible with factory sensors and injectors for simplified start up using the supplied base calibration on most applications (may vary based on engine set up and forced induction). AEM’s adapter harness also eliminates the restrictive factory mass airflow sensor (MAF) and airbox, making it an ideal harness solution for forced induction applications. Other key racing features include: multiple boost control strategies, programmable nitrous control, on-the-fly map switching, programmable four-wheel speed traction control, launch control, flex fuel and multi fuel capability. The harness utilizes airflow (VE) based tuning, has up to 64GB data logging capacity, and can transfer data at up to 480Mb/second. Its enclosure is sealed and suitable for engine bay mounting.

Ford 5.0L Coyote Plug & Play Harness with Expansion Port

AEM’s Plug & Play harness for 5.0L Coyote engines includes Wideband O2 connectors and adapters for converting to Bosch 4.2 LSU UEGO sensors, an AEMnet connector for communication with other AEMnet enabled devices and an auxiliary connector with a Deutsch DTM 12P connector for adding common aftermarket sensors including fuel pressure, air inlet temperature, MAP, oil temperature and ethanol content sensor. The expansion port also includes a sensor ground, 5v reference, 12v power from relay and high side output for activating a relay or solenoid, a low side output for boost control and analog inputs for mode switch, and no-lift shift. Harnesses for AEM 4-Channel Coil Drivers are integrated into the adapter harness, and an additional Deutsch connector is included to allow users to wire the fuel pump to the Infinity for control of the unit. The Infinity EMS delivers high-end engine control for the racing masses at a fraction of the cost. The Infinity-708 and -710 for 5.0L Ford Coyote race engines uses airflow-based tuning models to simplify start up and speed up the tuning process by eliminating many of the lookup and trim tables (Correction Tables) necessary in previous generation ECUs.

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SKU: 40138799621

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4.8 ★★★★★
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moangu
Boise, US
★★★★★ 4
Indicators framework done right
Format: Paperback
I have found this book really useful. I would say it could be useful also for anyone working in a large organization and dealing with the challenges, virtues and downsides of performance indicators methodologies, both for career development within the organization and for the organization's success. The book confirms the need to read Andrew Grove's (1983) High Output Management. And it reminds us that Peter Drucker's (1954) The Practice of Management is still relevant. I would highlight several ideas promoted by the book: First, regarding OKRs: the benefits of the transparency of OKRs, with all OKRs visible to the entire organization, from the CEO down to the lowest level employees; the recommendation of dual planning (annual and quarterly); the role OKRs should have on engagement, commitment and motivation; the importance of constructing and cascading OKRs in a meaningful way as opposed to by rote (set them and forget them), enthusiastic compliance instead of bureaucratic compliance; the need to have two kinds of goals (committed and aspirational); the need to encourage staff to define a portion of their OKRs, to let them develop their own objectives, a healthy proportion of alignment (top-down) and autonomy (bottom-up); the key role of culture and the impossibility sometimes of changing it without staff renewal; the recommendation to separate bonuses from the OKR cycle; the flexibility to adjust or discard OKRs mid-cycle; the real risk of big organizations at any time of having some significant percentage of people working on the wrong things; Second, all the discussion regarding performance management, the recognized futility and sometimes demoralizing effect of annual performance reviews, is very insightful. Other thoughts, not original from this book, but worth recalling: ideas are easy, execution is everything; the ideal number of direct reports to a manager should be somewhere between 7 and 20; the most important things need to get done first or they won't get done at all; not everything that can be counted counts and not everything that counts can be counted; transparency and accountability are two related but clearly different concepts, the latter rather an outcome, the former totally an output; moral suffers when people know they can't succeed. Unfortunately, the book has its shortcomings, most of them associated with the testimonies of OKR virtues. Particularly interesting is the case of Zume Pizza, presented as a success case (and OKR as one of the critical factors of that success story). However, we know now that the company bankrupted a few years after the book was published, showing that even the most successful venture capitalist is not always right, his knack for business not always foolproof. And also showcasing that OKRs might be necessary but certainly not sufficient. At any rate, since the book is complemented by a website (https://www.whatmatters.com/) I wish the author shared there a post-mortem, assessing what happened and the relationship between OKRs and that failure. On the other hand, the case of Bono's NGO could have been spared. Zero value added. And, maybe, also the one about the Gates Foundation. Both examples are part of the book's evangelizing, metaphor-ridden and inspirational tone, where billionaires are presented as driven only for the possibility of bringing happiness to humanity and not as real people, that take most of their decisions in the pursuit of money, power or fame.
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Reviewed in the United States on August 16, 2025
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mary Leach
Lexington, US
★★★★★ 5
Improve any size business-use everyone's brainpower!
Format: Kindle
Use of OKRs is fantastic in any size business. Global goal setting and feedback- everyone in the company on the same page! Get ideas from all levels to solve problems and see improvements. Love it. Get input from everyone. Super great examples of how it works. Very good summary of each chapter at the back for quick refresh. Every business owner should read this book to make that company run well.
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Reviewed in the United States on November 7, 2025
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Sal P.
Bozeman, US
★★★★★ 5
Great Execution Book!
Format: Hardcover
I just finished "Measure What Matters" by John Doerr. Such a great book full of advice for companies struggling with #execution. My favorite #quotes from this book: "Good ideas with great execution are how you make magic." @Larry Page "Ideas are easy. Execution is everything." "I view this year's failure as next year's opportunity to try it again." @Gordon Moore "Specific hard goals produce a higher level of output than vaguely worded ones." "Set goals from bottom up." "Dare to fail." "... four OKR superpowers: focus, alignment, tracking, and stretching." "Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them." @Andy Grove "When you are tired of saying it, people are starting to hear it." Jeff Weiner "Done is better than perfect." Sheryl Sandberg "... if we try to focus on everything, we focus on nothing." "Growth costs money." "... you can only do one big thing at a time really well, and so you better know what that one is." "Doing too much too soon will definitely end in pain." "To inspire true commitment, leaders must practice what they teach" "Transparency seeds collaboration." "Having a good mission is not enough. You need a concrete objective, and to need to know how you're going to get there." "... my favorite definition of entrepreneurs: Those who do more than anyone thinks possible ... with less than anyone thinks possible." "If you set a crazy, ambitious goal and miss it, you'll still achieve something remarkable." @Larry Page "Stretch goals can be crushing if people do not believe they're achievable. That's where the art of framing comes in." "Feedback is an opinion, grounded in observations and experiences, which allows us to know what impression we make on others." Sheryl Sandberg "Feedback can be highly constructive- but only if it is specific." "Continuous recognition is a powerful driver of engagement." "... a really good company values different opinions." "... behavior defines a company more meaningfully than product lines or market share." "Vision-based leadership beats command-and-control." "People watch what you do more than what you say." "Time is the enemy of transformation." "... there was no shame in trying your hardest and failing, not when OKRs help you fail smart and fail fast." "Goal setting is more art than science."
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on September 20, 2018
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Kevin
Belleville, US
★★★★★ 3
helpful and moderately entertaining
Format: Kindle
Like most business books this likely could have been a long journal article, but overall still worth a quick read.
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Reviewed in the United States on March 10, 2026
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David E.
Houston, US
★★★★★ 5
Excellent way to learn about a framework used by Andy Grove and Google. Specific examples and case studies are terrific!
Format: Hardcover
I couldn’t put this book down, so I read it in one sitting. Many business books talk about the organizational brilliance of Andy Grove's Intel, Google, disruptive startups, and high-performing charities. This one actively teaches you how to mimic their organizational brilliance. The book distinguishes itself by providing clear examples of how OKRs help organizations achieve their full potential. Primary source documents, including internal memos, show how Intel CEO Andy Grove used OKRs to rapidly respond to competitive threats. As an admirer of Google, I enjoyed learning how OKRs were used at key points in its history. When Google employed 25 people, CEO Larry Page set OKRs for every engineer. When Chrome sought to disrupt the browser market, OKRs enhanced the product team’s creativity. When YouTube sought to establish its own identity within Google, OKRs helped the team set appropriate business goals. It’s really nice that specific OKRs from Google’s history are included in the book. Some people mistakenly believe that OKRs only work for Google, and the book provides clear examples of how OKRs were successfully implemented by startups, large corporations, and non-profit organizations. Entrepreneurs will enjoy learning how fitness, education, healthcare, and food delivery startups used OKRs to find new markets and manage their expanding headcount. Fans of corporate transformations will enjoy learning how OKRs led to human resources and technology process overhauls at some of the world's largest companies. Non-profit leaders will enjoy learning how the Bill & Melinda Gates Foundation and Bono used OKRs to impact millions. All in all, I found the chapters to be short yet impactful, and arranged in a logical sequence. I particularly liked that as the book progresses, it provides clear examples of how to overcome the nuances of implementing OKRs. I felt my OKR-setting muscles getting stronger by the end of the book.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on April 30, 2018

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