Platt Perspective on Business and Technology

Business strategy and operations – 3

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 at its Part 2 continuation, and note that several series started on that page continue onto this.

401. Commoditizing the standardized, commoditizing the individually customized 13: the biological and medical 3-D printer and emergent custom manufacturing capabilities.
402. Innovators, innovation teams and the innovation process 14 – deciding where and how to source what types of innovations 2.
403. Commoditizing the standardized, commoditizing the individually customized 14: on-site 3-D printing, and acute disaster response and its follow-up.
404. Adaptive leadership and thriving in the face of change 1: starting a new series.
405. Innovators, innovation teams and the innovation process 15 – sourcing innovation from an HR and Personnel perspective.
406. Commoditizing the standardized, commoditizing the individually customized 15: redefining change and technological obsolescence.
407. Adaptive leadership and thriving in the face of change 2: leading flexibly from a stable center.
408. Innovators, innovation teams and the innovation process 16 – strategically involving and including Human Resources in the innovative process and its facilitation.
409. Leadership as a process of matching strengths to weaknesses.
410. Adaptive leadership and thriving in the face of change 3: creating and sustaining stability and confidence in the face of change and uncertainty.
411. Innovators, innovation teams and the innovation process 17 – operationalizing a drive for innovative excellence into HR and its ongoing practices and processes 1.
412. Adaptive leadership and thriving in the face of change 4: stability and adaptability in a business social context 1.
413. Innovators, innovation teams and the innovation process 18 – operationalizing a drive for innovative excellence into HR and its ongoing practices and processes 2.
414. Adaptive leadership and thriving in the face of change 5: stability and adaptability in a business social context 2.
415. Innovators, innovation teams and the innovation process 19 – long-term considerations and building collaborative innovation into the overall strategic process.
416. Adaptive leadership and thriving in the face of change 6: disruptive change as an adaptive leadership driver.
417. Putting change in perspective 1 – thresholds of change and disruption.
418. Online store, online market space – part 22: balancing one-off and recurring sales revenue streams 1.
419. Putting change in perspective 2 – taking a 360 degree view 1.
420. Online store, online market space – part 23: balancing one-off and recurring sales revenue streams 2.
421. Putting change in perspective 3 – identifying disruptive change when it first begins to emerge 1.
422. Balancing a focus on your competition with one on your innovation 1.
423. Online store, online market space – part 24: balancing one-off and recurring sales revenue streams 3.
424. Putting change in perspective 4 – identifying disruptive change when it first begins to emerge 2.
425. Balancing a focus on your competition with one on your innovation 2.
426. Online store, online market space – part 25: balancing one-off and recurring sales revenue streams 4.
427. Putting change in perspective 5 – widening the range of change indicators and developing effective benchmarks for them.
428. Balancing a focus on your competition with one on your innovation 3: building a balanced innovation approach into ongoing strategy.
429. Online store, online market space – part 26: balancing one-off and recurring sales revenue streams 5.
430. Putting change in perspective 6 – taking a 360 degree view 2.
431. Balancing a focus on your competition with one on your innovation 4: building a balanced innovation approach into ongoing operations.
432. Putting change in perspective 7 – adding in the positive or negative valence of change 1.
433. Balancing a focus on your competition with one on your innovation 5: building into a legacy systems context.
434. Online store, online market space – part 27: balancing one-off and recurring sales revenue streams 6.
435. Putting change in perspective 8 – adding in the positive or negative valence of change 2.
436. Leadership and personal credibility – some thoughts on building a foundation of trust.
437. Some thoughts on selecting and presenting a meaningful case study.
438. Online store, online market space – part 28: developing B to B partnerships and collaborations to gain better collective terms from suppliers 1.
439. Online store, online market space – part 29: developing B to B partnerships and collaborations to gain better collective terms from suppliers 2.
440. Thinking through tables of organization and their communications enablers and barriers 1.
441. Leadership as a balance between decisiveness and accommodation.
442. Online store, online market space – part 30: developing B to B partnerships and collaborations to gain better collective terms from suppliers 3.
443. Thinking through tables of organization and their communications enablers and barriers 2.
444. Online store, online market space – part 31: developing B to B partnerships and collaborations to gain better collective terms from suppliers 4.
445. The importance of taking ownership in your work and your business 1: representing your business at its very best.
446. Online store, online market space – part 32: developing B to B partnerships and collaborations to gain better collective terms from suppliers 5.
447. The importance of taking ownership in your work and your business 2: thinking like a salesperson owner.
448. The importance of taking ownership in your work and your business 3: thinking in terms of the complete sales team.
449. The importance of taking ownership in your work and your business 4: adding in back office support.
450. Thinking through alignment and disagreement 1: negotiating within a business.
451. The importance of taking ownership in your work and your business 5: reconsidering an owner’s of record understanding of ownership.
452. Thinking through alignment and disagreement 2: adding in customers and other external stakeholders 1.
453. The importance of taking ownership in your work and your business 6: control and leadership when things go wrong.
454. Thinking through alignment and disagreement 3: adding in customers and other external stakeholders 2.
455. The importance of taking ownership in your work and your business 7: navigating change and uncertainty.
456. Thinking through alignment and disagreement 4: identifying and addressing fundamental process break-downs and dismissal situations.
457. Information policy best practices 1: reimagining a business in terms of its information.
458. Thinking through alignment and disagreement 5: adding cultural diversity into this mix 1.
459. Information policy best practices 2: the Information Technology Department perspective.
460. Thinking through alignment and disagreement 6: adding cultural diversity into this mix 2.
461. Information policy best practices 3: the Marketing and Communications perspective.
462. Thinking through alignment and disagreement 7: navigating consensus building and independent action.
463. Information policy best practices 4: the Finance and Human Resources departments’ perspectives.
464. Information policy best practices 5: the marketplace-facing business cycle and its departmental perspectives.
465. Information policy best practices 6: general principles and specific policies and practices.
466. Making leadership about creating and conveying simplicity.
467. Leveraging information technology to revitalize mature industries and marketplaces 1: reconsidering business evaluations and categorizations.
468. Leveraging information technology to revitalize mature industries and marketplaces 2: rethinking and implementing new and emergent.
469. Leveraging information technology to revitalize mature industries and marketplaces 3: adding the underlying business model into this discussion 1.
470. Leveraging information technology to revitalize mature industries and marketplaces 4: adding the underlying business model into this discussion 2.
471. Leveraging information technology to revitalize mature industries and marketplaces 5: adding the underlying business model into this discussion 3.
472. Intentional management 1: mapping management systems by default and through simple repetition of a basic oversight model.
473. Leveraging information technology to revitalize mature industries and marketplaces 6: adding in a competitive context 1.
474. Leveraging information technology to revitalize mature industries and marketplaces 7: adding in a competitive context 2.
475. Leveraging information technology to revitalize mature industries and marketplaces 8: adding in a competitive context 3.
476. Leveraging information technology to revitalize mature industries and marketplaces 9: adding in a competitive context 4.
477. Intentional management 2: a brief and selective discussion of Google as a case study.
478. Leveraging information technology to revitalize mature industries and marketplaces 10: adding in a competitive context 5.
479. Leadership as contingency planning, and navigating decision timeframes.
480. Intentional management 3: the matrix management model and its variations.
481. Inventory management and a possible misuse of the Pareto Principle.
482. Intentional management 4: the core model and its implications.
483. Intentional management 5: looking beyond simply managing personnel 1.
484. Managing an inventory so as to create synergies in marketing and sales.
485. Intentional management 6: looking beyond simply managing personnel 2.
486. Intentional management 7: looking beyond simply managing personnel 3.
487. Intentional management 8: looking beyond simply managing personnel 4.
488. Intentional management 9: looking beyond simply managing personnel 5.
489. Intentional management 10: looking beyond simply managing personnel 6.
490. Developing strategy from a solid foundation 1: start with your underlying assumptions.
491. Intentional management 11: looking beyond simply managing personnel 7.
492. Creating value from constructive conflict 1: the need for building a creative commons for innovation development.
493. Developing strategy from a solid foundation 2: a case study example of the consequences of a priori underlying assumptions 1.
494. Don’t invest in ideas, invest in people with ideas 1 – starting a new series.
495. Intentional management 12: looking beyond simply managing personnel 8.
496. Don’t invest in ideas, invest in people with ideas 2 – enabling creativity and innovation throughout your organization 1.
497. Creating value from constructive conflict 2: thinking through the creative commons as a practical, effective business resource.
498. Developing strategy from a solid foundation 3: a case study example of the consequences of a priori underlying assumptions 2.
499. Planning for and building the right business model 101 – 1: pre-planning for day 1 and beyond 1.
500. Intentional management 13: looking beyond simply managing personnel 9.
501. Making leadership about being genuine.
502. Don’t invest in ideas, invest in people with ideas 3 – enabling creativity and innovation throughout your organization 2.
503. Developing strategy from a solid foundation 4: a case study example of the consequences of a priori underlying assumptions 3.
504. Planning for and building the right business model 101 – 2: pre-planning for day 1 and beyond, part 2.
505. Intentional management 14: looking beyond simply managing personnel 10.
506. Don’t invest in ideas, invest in people with ideas 4 – marketable product and service innovations.
507. Using social media as crucial business analysis resources 1: capturing new sources of opportunity and competitive advantage.
508. Rethinking price points and the economies of scale: a modest case in point.
509. Creating value from constructive conflict 3: thinking through the creative commons from a business model and corporate culture perspective.
510. Developing strategy from a solid foundation 5: a case study example of the consequences of a priori underlying assumptions 4.
511. Planning for and building the right business model 101 – 3: the business plan and what is included in it 1.
512. Intentional management 15: looking beyond simply managing personnel 11.
513. Don’t invest in ideas, invest in people with ideas 5 – collaborative innovation and the innovation team.
514. Using social media as crucial business analysis resources 2: what do businesses say about themselves?.
515. Developing strategy from a solid foundation 6: a case study example of the consequences of a priori underlying assumptions 5.
516. Planning for and building the right business model 101 – 4: the business plan and what is included in it 2.
517. Intentional management 16: aligning management, leadership and corporate culture 1.
518. Don’t invest in ideas, invest in people with ideas 6 – involving the crowd as a source of competitive advantage 1.
519. Using social media as crucial business analysis resources 3: rethinking through messages shared and the nature of marketing 1.
520. Developing strategy from a solid foundation 7: a case study example of the consequences of a priori underlying assumptions 6.
521. Planning for and building the right business model 101 – 5: implementing a business plan 1.
522. Intentional management 17: aligning management, leadership and corporate culture 2.
523. Don’t invest in ideas, invest in people with ideas 7 – involving the crowd as a source of competitive advantage 2.
524. Using social media as crucial business analysis resources 4: rethinking through messages shared and the nature of marketing 2.
525. Developing strategy from a solid foundation 8: a case study example of the consequences of a priori underlying assumptions 7
526. Planning for and building the right business model 101 – 6: implementing a business plan 2.
527. Intentional management 18: aligning management, leadership and corporate culture 3.
528. Don’t invest in ideas, invest in people with ideas 8 – involving the crowd as a source of competitive advantage 3.
529. Using social media as crucial business analysis resources 5: rethinking business intelligence and understanding the competition.
530. Developing strategy from a solid foundation 9: a case study example of the consequences of a priori underlying assumptions 8.
531. Planning for and building the right business model 101 – 7: implementing a business plan 3.
532. Intentional management 19: building bridges to create and sustain value in mergers and acquisitions.
533. Don’t invest in ideas, invest in people with ideas 9 – involving the crowd as a source of competitive advantage 4.
534. Using social media as crucial business analysis resources 6: rethinking business intelligence when participating in supply chain and other collaborations.
535. Developing strategy from a solid foundation 10: a case study example of the consequences of a priori underlying assumptions 9.
536. Planning for and building the right business model 101 – 8: bricks and mortar, online, and hybrid businesses and business models 1.
537. Intentional management 20: building a larger shared information commons 1.
538. Don’t invest in ideas, invest in people with ideas 10 – involving the crowd as a source of competitive advantage 5.
539. Turning the functional units of a business into value centers.
540. Using social media as crucial business analysis resources 7: rethinking business intelligence for how you gather, analyze and use it and from where.
541. Developing strategy from a solid foundation 11: thinking through and developing from the fundamentals.
542. Building a business for resilience 1 – buildings systems and processes so they can fail gracefully.
543. Planning for and building the right business model 101 – 9: bricks and mortar, online, and hybrid businesses and business models 2.
544. Intentional management 21: building a larger shared information commons 2.
545. Don’t invest in ideas, invest in people with ideas 11 – involving the crowd as a source of competitive advantage 6.
546. Change management and cultivating the lessons of the blind men and the elephant.
547. Developing strategy from a solid foundation 12: thinking through and developing strategy from the fundamentals 1.
548. Building a business for resilience 2 – building management for better identifying and resolving bottlenecks 1.
549. Planning for and building the right business model 101 – 10: business models as long-term processes.
550. Rethinking simplicity as a business virtue.
551. From minimally viable product to overly designed and overly featured product: a cautionary lifecycle scenario.
552. Intentional management 22: in-house consulting and a start to discussing contextual management.
553. Matching authority and responsibility: a management and leadership best practice.
554. Don’t invest in ideas, invest in people with ideas 12 – involving the crowd as a source of competitive advantage 7.
555. Why do people follow leaders? A lesson in more effective and involving leadership.
556. Developing strategy from a solid foundation 13: thinking through and developing strategy from the fundamentals 2.
557. Building a business for resilience 3 – building management for better identifying and resolving bottlenecks 2.
558. Planning for and building the right business model 101 – 11: exit strategies, entrance strategies and significant business transitions 1.
559. Rethinking exit and entrance strategies 1: managing transitions through business change and discontinuity.
560. Intentional management 23: contextual management 1.
561. When consequences become inconsequential – the impact of not following through.
562. Don’t invest in ideas, invest in people with ideas 13 – involving the crowd as a source of competitive advantage 8.
563. Developing strategy from a solid foundation 14: thinking through and developing strategy from the fundamentals 3.
564. Building a business for resilience 4 – building management for better identifying and resolving bottlenecks 3.
565. Planning for and building the right business model 101 – 12: exit strategies, entrance strategies and significant business transitions 2.
566. Rethinking exit and entrance strategies 2: crisis as a transition demanding challenge 1.
567. Intentional management 24: contextual management 2 and the bureaucratic extreme.
568. Don’t invest in ideas, invest in people with ideas 14 – involving the crowd as a source of competitive advantage 9.
569. Building a business for resilience 5 – growth-emergent bottlenecks and smoothly managing scalability 1.
570. Planning for and building the right business model 101 – 13: exit strategies, entrance strategies and significant business transitions 3.
571. Rethinking exit and entrance strategies 3: crisis as a transition demanding challenge 2.
572. Intentional management 25: contextual management 3 and the unstructured ad hoc extreme.
573. Don’t invest in ideas, invest in people with ideas 15 – rethinking innovation and innovators 1.
574. Building a business for resilience 6 – growth-emergent bottlenecks and smoothly managing scalability 2.
575. Planning for and building the right business model 101 – 14: exit strategies, entrance strategies and significant business transitions 4.
576. Leadership as thinking through what is assumed, and making judgments from there.
577. Rethinking vertical integration in the 21st century context 1.
578. Business planning from the back of a napkin to a formal and detailed presentation 1.
579. Rethinking exit and entrance strategies 4: crisis as a transition demanding challenge 3.
580. Intentional management 26: contextual management 4 and building for an effective balance 1.
581. Don’t invest in ideas, invest in people with ideas 16 – rethinking innovation and innovators 2.
582. Building a business for resilience 7 – growth-emergent bottlenecks and smoothly managing scalability 3.
583. Planning for and building the right business model 101 – 15: exit strategies, entrance strategies and significant business transitions 5.
584. Rethinking vertical integration in the 21st century context 2.
585. Business planning from the back of a napkin to a formal and detailed presentation 2.
586. Rethinking exit and entrance strategies 5: crisis as a transition demanding challenge 4.
587. Intentional management 27: contextual management 5 and building for an effective balance 2.
588. Don’t invest in ideas, invest in people with ideas 17 – rethinking innovation and innovators 3.
589. Building a business for resilience 8 – growth-emergent bottlenecks and smoothly managing scalability 4.
590. Leadership as not always putting yourself first.
591. Planning for and building the right business model 101 – 16: exit strategies, entrance strategies and significant business transitions 6.
592. Rethinking vertical integration in the 21st century context 3.
593. Rethinking exit and entrance strategies 6: crisis as a transition demanding challenge 5.
594. Business planning from the back of a napkin to a formal and detailed presentation 3.
595. Intentional management 28: contextual management 6 and evolutionary and revolutionary change 1.
596. Don’t invest in ideas, invest in people with ideas 18 – bringing innovators into a business and keeping them there 1.
597. Building a business for resilience 9 – open systems, closed systems and selectively porous ones 1.
598. Planning for and building the right business model 101 – 17: exit strategies, entrance strategies and significant business transitions 7.
599. Business scale, business complexity, and lessons learnable from insular biogeography 1.
600. Rethinking vertical integration in the 21st century context 4.

This guide is continued, starting with directory posting 601 at Business Strategy and operations – 4.

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