Platt Perspective on Business and Technology

Some thoughts concerning a general theory of business 16: considering first steps toward developing a general theory of business 8

This is my 16th installment to a series on general theories of business, and on what general theory means as a matter of underlying principle and in this specific context (see Reexamining the Fundamentals directory, Section VI for Parts 1-15.)

I began this series with a discussion of general theories and what they consist of, as a matter of general organizing principle (see Parts 1-8.) And after laying a foundation in that, for focusing in on a general theory of business as a special case, I began addressing the more specific intended topic of this series as laid out in its title. And I have focused essentially entirely since then on the organizational level of the business as a whole, first treating these entities as if they were essentially monolithic in nature, and then opening the box a little to consider their functional and organizational structure too – at least at the level of granularity that would appear on a standard table of organization. But even there, my focus was on how they fit together and functioned together in collectively comprising the business organization as a whole.

As a matter of organizing this series and its narrative if nothing else, I have chosen to address this fundamentally single business level of conceptual organization as a baseline that I would organize the series as a whole around. And then in the course of writing Part 15, I stated that I would turn from that to:

1. Consider the basic issues raised and considered in this series, from the perspective of the individual business stakeholders.
2. And then I will expand the scale of consideration outward from that of the single complete business enterprise to consider supply chain and related value chain systems and I add, business and marketplace ecosystems.

I will, of course recurringly return to reconsider the baseline middle ground organizational level of the individual business organization, and both when focusing in on the individual and when telescoping out to consider the larger business and economic contexts, that businesses reside in and function in. But I offer this as a brief anticipatory outline of what is to follow.

I begin all of this with Point 1, as restated and reorganized from Part 15, above. And I begin that by at least briefly connecting what I will offer here, to a progression of series and individual postings that I have been offering in this blog as my Guide to Effective Job Search and Career Development (see its Page 1, Page 2 and Page 3 listings.)

My goal for that Guide is to offer what experience and insight that I can, on finding and securing jobs and working successfully in them, and both at the individual job and career step level and in an explicit career and overall career development context. I have worked with a fairly wide range of businesses and in a variety of industries and in a fairly wide range of types of positions, and I have actively sought out opportunity to learn from others in this. As such, I probably have seen first-hand and directly experienced a wider range of job and career possibilities than most. But I am still just a single individual and offer what I can there, as filtered through the biases and assumptions of my own experience. As such, I still offer a limited perspective there, and even if a relatively comprehensive one with over 550 short essays included in it as of this writing. But there are a few fundamental points of observation and experience that underlie all of that, that I would start from here as essentially axiomatic assumptions, going into this general theory discussion:

• Even when we work for a single employer as an in-house employee and throughout our work life, we should still think of ourselves as if we were consultants, who might find ourselves having to work with a next employer and a next consulting client as developing and emerging circumstances dictate. No job or job opportunity can safely be presumed to last forever, as a tacit and unconsidered assumption.
• An employing business and its underlying assumptions and sense of self-interest are separate and distinct from those of our own. And while our employment with such an enterprise might seem long-term and even open-ended, we can never assume that as an absolute given. Business employer, and personal employee needs and interests can come to differ and diverge and change, and even disruptive change in employment options and possibilities can arise.
• So always think of yourself at least in part as an independent consultant, even if you are working in-house and long-term with one “client” employer. And always think of yourself at least in part as an independent small business, and with your own needs: short-term and immediate, and long-term firmly and clearly in mind.

This is important, and I add this is a point of observation and of conclusion that underlies how I address Point 1 of the above list. Any general theory of business that seeks to address the organizational level of the individual needs to address this type of consideration, and both for those who are entrepreneurial (i.e. who take this approach) and for those who simply see themselves as someone else’s employee.

And with this in place, I offer here, an at least preliminary to-address list of Point 1 oriented issues and perspectives that I will delve into in this series as I consider its level of organization:

• From the perspective of the individual employee, whether hands-on and non-managerial or managerial, or executive or owner, and with consideration of a still wider range of stakeholder types as well.
• From the perspective of how each of these groups of stakeholders see themselves and other stakeholder types, and in both risk and benefits, risk management terms and in game theory terms,
• And according to how the members of these groups see themselves as strictly in-house employees with their leaving their longer-term planning in the hands of their employers, or as more independent entrepreneurs and consultants who take direct ownership over and responsibility for their own work and career planning and its execution.

I am going to begin addressing these points and their issues in my next installment to this series, with a discussion grounding scenario that begins with the individual career developer and the hiring and promotion-directed strategies that they follow, and ends with the approaches that those same individuals follow when actually working at a business. And as part of that, I will also consider the strategies and the tactics of others who work with them or who otherwise become stakeholders to these transaction flows (games.) My goal there will be to ground a perhaps more abstract line of discussion in more real world jobs and careers terms, and with a more familiar experience-based foundation point that I will be able to refer back to while discussing Point 1 issues in general.

And I will discuss all of this from the perspective of:

• The individual as they work and plan and carry out their careers, and
• From the business process and execution side as individuals work to achieve goals and priorities and stretch goals and their priorities, in meeting business needs.

And as my goal here is to offer a general theory of business that would offer value in an emerging 21st century, and not just serve as a retrospective on the 20th century, I will of necessity also address:

• The issues of globalization here, where outsourcing is just one piece to that puzzle,
• And workplace automation, where a combination of artificial intelligence and robotization are reshaping what employment and even employability mean.

I am going to begin all of this in my next series installment, with the above-cited grounding scenario and will proceed from there to address in turn the rest of the issues noted here. Meanwhile, you can find this and related material about what I am attempting to do here at About this Blog and at Blogs and Marketing. And I include this series in my Reexamining the Fundamentals directory, as topics section VI there, where I offer related material regarding theory-based systems. And I also include this individual participant oriented subseries of this overall theory of business series in Page 3 of my Guide to Effective Job Search and Career Development, as a sequence of supplemental postings there.

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