Platt Perspective on Business and Technology

Business strategy and operations – 2

This is a continuation page for my ongoing collection of postings and series related to business and organizational strategy, planning and operations. You can find earlier postings and series on this at Business Strategy and Operations, and note that several series started on that page continue onto this.

201. Social networking community and the pace and shaping of innovation – 3.
202. Monoculture and ecological diversity as a paradigm for modeling cyber risk – 3.
203. Connecting everywhere and all the time, and its impact on structure in markets and organizations – 7: transitioning through change as a strategic, operational initiative – 4.
204. Connecting automated and human-facing systems for a better CRM experience.
205. Social networking community and the pace and shaping of innovation – 4.
206. Leadership and knowing when you are and are not just speaking for yourself.
207. Connecting everywhere and all the time, and its impact on structure in markets and organizations – 8: organization in an everywhere all the time connected context – 1.
208. Social networking community and the pace and shaping of innovation – 5.
209. When silo walls mean there is no overall corporate culture – 1.
210. Negotiate smart, not shrewd … and avoid clever for the sake of clever too.
211. Connecting everywhere and all the time, and its impact on structure in markets and organizations – 9: organization in an everywhere all the time connected context – 2.
212. Leadership by connecting the dots.
213. Social networking community and the pace and shaping of innovation – 6.
214. When silo walls mean there is no overall corporate culture – 2.
215. Social networking community and the pace and shaping of innovation – 7.
216. When silo walls mean there is no overall corporate culture – 3.
217. Best practices for building a better table of organization – 1: building and organizing from a basic conceptual framework.
218. Building a “free” contingency fund to innovate new best practices from.
219. Best practices for building a better table of organization – 2: building in terms of the specific organization.
220. When silo walls mean there is no overall corporate culture – 4.
221. Best practices for building a better table of organization – 3: flattening the table.
222. Planning an innovative offering to be turn-key ready – 1: outlining the fundamental challenge.
223. Best practices for building a better table of organization – 4: building the functionality and value driven organization.
224. Planning an innovative offering to be turn-key ready – 2: taking a consumer and marketplace-driven perspective.
225. Best practices for building a better table of organization – 5: building functional flexibility from a stable organizational core.
226. The peril of software that can do everything.
227. Planning an innovative offering to be turn-key ready – 3: crowd sourcing and the permeabilization of corporate walls.
228. Giving Sales a genuine voice.
229. Leadership and the balance between transparency and confidentiality.
230. Planning an innovative offering to be turn-key ready – 4: startups and usability as a source of marketable value.
231. Leadership as the glue that binds.
232. Globalization and the business model paradigm.
233. Some thoughts on identifying potential marketplaces and customers in the face of novelty and innovation – 1.
234. Some thoughts on identifying potential marketplaces and customers in the face of novelty and innovation – 2.
235. Strategically realigning towards and not from in two case studies.
236. Synchronizing product, market and vision – an iterative process.
237. Some thoughts on identifying potential marketplaces and customers in the face of novelty and innovation – 3.
238. Branding who you are and what sets you apart.
239. Marketing local to marketing global, and speaking with a more global voice in doing so.
240. Leadership, strategy and tactics.
241. Keeping innovation fresh – 1: everything was an innovation once.
242. Sticking with an established legacy system or breaking away to new – knowing when to take a disruptive technology leap.
243. When leadership means accepting the need for unpleasant conversations.
244. Keeping innovation fresh – 2: Xerox PARC and Menlo Park – 1.
245. Leadership as an expression of confidence.
246. Keeping innovation fresh – 3: Xerox PARC and Menlo Park, continued.
247. Keeping innovation fresh – 4: developing an innovation to implementation pipeline.
248. Keeping innovation fresh – 5: coordinately managing and maintaining old and new – 1.
249. Keeping innovation fresh – 6: coordinately managing and maintaining old and new – 2.
250. Leadership as a disruptive force, leadership as a voice of calmness and stability in the face of change.
251. Keeping innovation fresh – 7: translating and transferring innovation from the innovation center to the production line.
252. Keeping innovation fresh – 8: connecting the two halves to the organization together with mutual buy-in.
253. Leadership can mean stepping back and not managing.
254. Keeping innovation fresh – 9: involving and connecting to the marketplace.
255. Leadership and setting priorities in the face of disagreement.
256. Keeping innovation fresh – 10: patents, trade secrets and the protection of innovative value.
257. The power of leadership by example, continued. (See also The Power of Leadership by Example)
258. Keeping innovation fresh – 11: evaluating innovations and their marketable value.
259. When changing the table of organization is like rearranging the deckchairs on the Titanic – and making change work.
260. Keeping innovation fresh – 12: risk and benefits analyses in determining marketable value.
261. Online store, online market space – part 20: vetting and brokerage as business expansion -1.
262. Finding and managing the right simplicity complexity balance 1: starting a new series.
263. Keeping innovation fresh – 13: understanding the transition committee and its processes.
264. Keeping innovation fresh – 14: calculating in production and marketplace costs.
265. Online store, online market space – part 21: vetting and brokerage as business expansion -2.
266. Technology as the tide that raises all boats – and the narrowing of the competitive edge.
267. Keeping innovation fresh – 15: opening up the innovation center to more fully capture creativity and value.
268. Due diligence as a virtuous cycle.
269. Productivity and abundance, and the paradox of choice – 1.
270. Keeping innovation fresh – 16: adding the crowd to this puzzle.
271. Productivity and abundance, and the paradox of choice – 2.
272. Meshing your business model to your marketplace and clientele.
273. Productivity and abundance, and the paradox of choice – 3.
274. Channel and cross-channel marketing when everyone is connected everywhere all the time – 1.
275. Connecting into the crowd as a source of insight and market advantage – 1: starting a new series.
276. Finding and managing the right simplicity complexity balance 2: benchmarking from where your business is now – 1.
277. Channel and cross-channel marketing when everyone is connected everywhere all the time – 2.
278. Leadership and building effective strategy out of compelling needs.
279. Connecting into the crowd as a source of insight and market advantage – 2: considering the inventory of channels and connection points.
280. Channel and cross-channel marketing when everyone is connected everywhere all the time – 3.
281. Finding and managing the right simplicity complexity balance 3: benchmarking from where your business is now – 2.
282. Marketing meet-ups and making business oriented social gatherings cost-effective and productive.
283. Connecting into the crowd as a source of insight and market advantage – 3: determining monetizable value.
284. Channel and cross-channel marketing when everyone is connected everywhere all the time – 4.
285. Finding and managing the right simplicity complexity balance 4: operational and project-oriented approaches.
286. Leadership as story telling – and every leader has a story to tell and tells it.
287. Some thoughts on best practices and their strengths and limitations.
288. Connecting into the crowd as a source of insight and market advantage – 4: adding in a fuller range of online interaction and crowd participation 1.
289. Finding and managing the right simplicity complexity balance 5: the continuous quality improvement committee.
290. Connecting into the crowd as a source of insight and market advantage – 5: adding in a fuller range of online interaction and crowd participation 2.
291. Finding and managing the right simplicity complexity balance 6: information technology enablers 1.
292. Connecting into the crowd as a source of insight and market advantage – 6: collecting the right data and analyzing it -1.
293. Leadership as a shared message of confidence.
294. Finding and managing the right simplicity complexity balance 7: information technology enablers 2.
295. Connecting into the crowd as a source of insight and market advantage – 7: collecting the right data and analyzing it -2.
296. Finding and managing the right simplicity complexity balance 8: information technology enablers 3.
297. Connecting into the crowd as a source of insight and market advantage – 8: collecting the right data and analyzing it -3.
298. On the importance of gathering marketing insight from unexpected demographic directions.
299. Finding and managing the right simplicity complexity balance 9: information technology enablers 4.
300. Connecting into the crowd as a source of insight and market advantage – 9: collecting the right data and analyzing it -4.
301. Standardization, efficiency and their trade-offs 1 – a contrarian view of best practices.
302. Connecting into the crowd as a source of insight and market advantage – 10: collecting the right data and analyzing it -5.
303. Fine tuning and adjusting a business in the face of change 1: building a model of positive and negative value sources of competitive position.
304. Standardization, efficiency and their trade-offs 2 – when and where should you standardize?.
305. Insiders, outsiders and hype in social media.
306. Leadership as a capacity to surprise.
307. Connecting into the crowd as a source of insight and market advantage – 11: reconsidering market demographics.
308. Fine tuning and adjusting a business in the face of change 2: first steps toward a balanced change prioritization model.
309. Standardization, efficiency and their trade-offs 3 – operational consistency and change, and underlying operational costs.
310. Connecting into the crowd as a source of insight and market advantage – 12: reconsidering the target market.
311. Fine tuning and adjusting a business in the face of change 3: building a balanced change prioritization model.
312. Standardization efficiency and their trade-offs 4 – complex operations and operational flows 1.
313. Connecting into the crowd as a source of insight and market advantage – 13: brands and brand loyalty.
314. Strategic planning and the process of strategy 1: putting strategy in perspective.
315. Fine tuning and adjusting a business in the face of change 4: results-driven and benchmark validated systems improvement.
316. Standardization efficiency and their trade-offs 5 – complex operations and operational flows 2.
317. Strategic planning and the process of strategy 2: goals and benchmarks.
318. When leadership means stepping off the pedestal.
319. Fine tuning and adjusting a business in the face of change 5: organizational and operational change in a geographically dispersed and diversified context.
320. Strategic planning and the process of strategy 3: quarterly, annual and five year planning.
321. Fine tuning and adjusting a business in the face of change 6: local and business-wide issues and challenges, and prioritizing within and across them.
322. Strategic planning and the process of strategy 4: planning for and through the unexpected.
323. Operational failure rates, feedback and remediation, and risk remediation processes 1.
324. Fine tuning and adjusting a business in the face of change 7: tapping into supply chain partnerships and collaborations.
325. Strategic planning and the process of strategy 5: contingency and scenario planning as a strategy methodology.
326. Operational failure rates, feedback and remediation, and risk remediation processes 2.
327. Fine tuning and adjusting a business in the face of change 8: tapping into the marketplace and marketplace-sourced crowds.
328. Strategic planning and the process of strategy 6: processes for managing change and the unexpected.
329. Operational failure rates, feedback and remediation, and risk remediation processes 3.
330. Fine tuning and adjusting a business in the face of change 9: reactive and proactive approaches.
331. Strategic planning and the process of strategy 7: keeping a business strategically young and agile.
332. Operational failure rates, feedback and remediation, and risk remediation processes 4.
333. Building crisis management capabilities into the basic business infrastructure 1.
334. Building crisis management capabilities into the basic business infrastructure 2.
335. Technology as the tide that raises all boats 2: the challenge of securing an infrastructure technology advantage. See posting 266, above for Part 1 of this series.
336. Predicting the unpredictable – and understanding when you are trying to.
337. Building crisis management capabilities into the basic business infrastructure 3
338. Technology as the tide that raises all boats 3: long term and short term value and sustainability.
339. Building crisis management capabilities into the basic business infrastructure 4.
340. Building crisis management capabilities into the basic business infrastructure 5.
341. Leadership as architect of effective focus on what their business is and does.
342. Building crisis management capabilities into the basic business infrastructure 6.
343. A tale of two trees: benchmarking and its alternatives in internal business processes and in supply chain systems.
344. Business as an art, Business as a science.
345. Re-Visioning leadership 1 – reconsidering the standard approaches to meshing leadership and business.
346. Re-Visioning leadership 2 – staying in-industry or bringing in new, outside experience and skills 1.
347. Re-Visioning leadership 3 – staying in-industry or bringing in new, outside experience and skills 2.
348. When leadership means setting and following standards and when it means stepping away from the operational simplicity assembly line.
349. Re-Visioning leadership 4 – business stage-specific skills and experience requirements for startups.
350. Re-Visioning leadership 5 – business stage-specific skills and experience requirements for scalability beyond the simple and linear.
351. Re-Visioning leadership 6 – finding new ways forward in addressing change management challenges 1.
352. Re-Visioning leadership 7 – finding new ways forward in addressing change management challenges 2.
353. Re-Visioning leadership 8 – finding and bringing in the right people with the right skills.
354. Rethinking and reframing the sales pitch.
355. Proactively facing crisis and change management as separate points on a single continuum.
356. Leadership from a foundation of responsibility and trust 2.
357. When leadership means giving up perks.
358. Acquisitions and divestitures 1: right-sizing and orienting for business strength and growth.
359. Acquisitions and divestitures 2: conceptually and operationally organizing and understanding what is to be divested and acquired 1.
360. Acquisitions and divestitures 3: conceptually and operationally organizing and understanding what is to be divested and acquired 2.
361. Acquisitions and divestitures 4: exit strategies and the sale and acquisition of complete businesses 1.
362. Acquisitions and divestitures 5: exit strategies and the sale and acquisition of complete businesses 2.
363. Acquisitions and divestitures 6: exit strategies and the sale and acquisition of complete businesses 3.
364. Commoditizing the standardized, commoditizing the individually customized 1: a brief historical sketch as background for discussion.
365. Opening up the online business model for new and emerging opportunity 1: outlining some of the basic issues and challenges.
366. Innovators, innovation teams and the innovation process 1 – an organizational and functional story.
367. Leadership as a source of calm and stability at the center.
368. Commoditizing the standardized, commoditizing the individually customized 2: some initial thoughts on a post-assembly line and mass produced world.
369. Acquisitions and divestitures 7: divestitures in a troubled selling-business and change management context.
370. Innovators, innovation teams and the innovation process 2 – identifying, developing and supporting the individual innovator 1.
371. Opening up the online business model for new and emerging opportunity 2: online target demographics oriented marketing.
372. Commoditizing the standardized, commoditizing the individually customized 3: acknowledging the consumer demand for choice 1.
373. Acquisitions and divestitures 8: the chop shop acquisitions and divestitures business model.
374. Innovators, innovation teams and the innovation process 3 – identifying, developing and supporting the individual innovator 2.
375. Opening up the online business model for new and emerging opportunity 3: blue ocean strategies and business models 1.
376. Commoditizing the standardized, commoditizing the individually customized 4: acknowledging the consumer demand for choice 2.
377. Acquisitions and divestitures 9: the value added acquisitions and divestitures business model.
378. Innovators, innovation teams and the innovation process 4 – identifying, developing and supporting the individual innovator 3.
379. Opening up the online business model for new and emerging opportunity 4: blue ocean strategies and business models 2.
380. Commoditizing the standardized, commoditizing the individually customized 5: post-assembly line production and the emergence of a new personalized production capability 1.
381. Innovators, innovation teams and the innovation process 5 – building the innovative organization.
382. Opening up the online business model for new and emerging opportunity 5: blue ocean strategies and business models 3.
383. Commoditizing the standardized commoditizing the individually customized 6: post-assembly line production and the emergence of a new personalized production capability 2.
384. Innovators, innovation teams and the innovation process 6 – applied and blue-sky innovation and innovators.
385. Opening up the online business model for new and emerging opportunity 6: finding the right operational and strategic balance.
386. Commoditizing the standardized, commoditizing the individually customized 7: adding in exotic materials as enablers for disruptive innovation 1.
387. Innovators, innovation teams and the innovation process 7 – acquiring innovation from outside of the organization 1.
388. Commoditizing the standardized, commoditizing the individually customized 8: adding in exotic materials as enablers for disruptive innovation 2.
389. Innovators, innovation teams and the innovation process 8 – acquiring innovation from outside of the organization 2.
390. Commoditizing the standardized, commoditizing the individually customized 9: adding in exotic materials as enablers for disruptive innovation 3.
391. Innovators, innovation teams and the innovation process 9 – acquiring innovation from outside of the organization 3.
392. Leadership as a matter of timing.
393. Innovators, innovation teams and the innovation process 10 – acquiring innovation from outside of the organization 4.
394. Commoditizing the standardized, commoditizing the individually customized 10: exotic materials and combining manufacturing processes 1.
395. Innovators, innovation teams and the innovation process 11 – acquiring innovation through crowdsourcing as a special case 1.
396. Commoditizing the standardized, commoditizing the individually customized 11: exotic materials and combining manufacturing processes 2.
397. Innovators, innovation teams and the innovation process 12 – acquiring innovation through crowdsourcing as a special case 2.
398. Commoditizing the standardized, commoditizing the individually customized 12: neural nets and self-assembling systems.
399. Leadership as a hands-on process and leadership through delegation – and knowing when they should each be used.
400. Innovators, innovation teams and the innovation process 13 – deciding where and how to source what types of innovations 1.

This guide is continued, starting with directory posting 401 at Business Strategy and operations – 3.

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