Platt Perspective on Business and Technology

Business strategy and operations – 5

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 Page 2, Page 3 and Page 4 continuations, and note that several series started on that page continue onto this.

801. Business planning from the back of a napkin to a formal and detailed presentation 24.
802. On the importance of disintermediating real, 2-way communications in business organizations 10.
803. Intentional management 49: elaborating on the basic model for adding people and their management into the equation 10.
804. Pure research, applied research and development, and business models 13.
805. Leveraging social media in gorilla and viral marketing as great business equalizers: a reconsideration of business disintermediation and from multiple perspectives 10.
806. Don’t invest in ideas, invest in people with ideas 39 – the issues and challenges of communications in a business 6.
807. Reconsidering the varying faces of infrastructure and their sometimes competing imperatives 2: adding in a second case study example.
808. Building a business for resilience 30 – open systems, closed systems and selectively porous ones 22.
809. Planning for and building the right business model 101 – 38: goals and benchmarks and effective development and communication of them 18.
810. Meshing innovation, product development and production, marketing and sales as a virtuous cycle 14.
811. Rethinking exit and entrance strategies 28: keeping an effective innovative focus while approaching and going through significant business transitions 18.
812. Business planning from the back of a napkin to a formal and detailed presentation 25.
813. On the importance of disintermediating real, 2-way communications in business organizations 11.
814. Intentional management 50: elaborating on the basic model for adding people and their management into the equation 11.
815. Pure research, applied research and development, and business models 14.
816. Leveraging social media in gorilla and viral marketing as great business equalizers: a reconsideration of business disintermediation and from multiple perspectives 11.
817. Don’t invest in ideas, invest in people with ideas 40 – the issues and challenges of communications in a business 7.
818. Reconsidering the varying faces of infrastructure and their sometimes competing imperatives 3: continuing my second case study example.
819. Building a business for resilience 31 – open systems, closed systems and selectively porous ones 23.
820. Planning for and building the right business model 101 – 39: goals and benchmarks and effective development and communication of them 19.
821. Meshing innovation, product development and production, marketing and sales as a virtuous cycle 15.
822. Rethinking exit and entrance strategies 29: keeping an effective innovative focus while approaching and going through significant business transitions 19.
823. Business planning from the back of a napkin to a formal and detailed presentation 26.
824. On the importance of disintermediating real, 2-way communications in business organizations 12.
825. Intentional management 51: reconsidering the basic approach in light of more detailed preceding discussion of it.
826. Pure research, applied research and development, and business models 15.
827. Leveraging social media in gorilla and viral marketing as great business equalizers: a reconsideration of business disintermediation and from multiple perspectives 12.
828. Don’t invest in ideas, invest in people with ideas 41 – the issues and challenges of communications in a business 8.
829. Reconsidering the varying faces of infrastructure and their sometimes competing imperatives 4: the Marshall Plan and the Molotov Plan.
830. Building a business for resilience 32 – open systems, closed systems and selectively porous ones 24.
831. Planning for and building the right business model 101 – 40: goals and benchmarks and effective development and communication of them 20.
832. Meshing innovation, product development and production, marketing and sales as a virtuous cycle 16.
833. Rethinking exit and entrance strategies 30: keeping an effective innovative focus while approaching and going through significant business transitions 20.
834. Business planning from the back of a napkin to a formal and detailed presentation 27.
835. On the importance of disintermediating real, 2-way communications in business organizations 13.
836. Pure research, applied research and development, and business models 16.
837. Reconsidering the varying faces of infrastructure and their sometimes competing imperatives 4.5: an addendum update on the New York City MTA as a case study.
838. Leveraging social media in gorilla and viral marketing as great business equalizers: a reconsideration of business disintermediation and from multiple perspectives 13.
839. Don’t invest in ideas, invest in people with ideas 42 – the issues and challenges of communications in a business 9.
840. Reconsidering the varying faces of infrastructure and their sometimes competing imperatives 5: the Marshall Plan and the Molotov Plan, continued.
841. Building a business for resilience 33 – open systems, closed systems and selectively porous ones 25.
842. Planning for and building the right business model 101 – 41: goals and benchmarks and effective development and communication of them 21.
843. Meshing innovation, product development and production, marketing and sales as a virtuous cycle 17.
844. Rethinking exit and entrance strategies 31: keeping an effective innovative focus while approaching and going through significant business transitions 21.
845. Business planning from the back of a napkin to a formal and detailed presentation 28.
846. On the importance of disintermediating real, 2-way communications in business organizations 14.
847. Pure research, applied research and development, and business models 17.
848. Leveraging social media in gorilla and viral marketing as great business equalizers: a reconsideration of business disintermediation and from multiple perspectives 14.
849. Don’t invest in ideas, invest in people with ideas 43 – the issues and challenges of communications in a business 10.
850. Reconsidering the varying faces of infrastructure and their sometimes competing imperatives 6: an orienting outline of what is to follow here.
851. Building a business for resilience 34 – open systems, closed systems and selectively porous ones 26.
852. Planning for and building the right business model 101 – 42: goals and benchmarks and effective development and communication of them 22.
853. When leadership means finding a better balance between controlling and enabling.
854. Meshing innovation, product development and production, marketing and sales as a virtuous cycle 18.
855. Rethinking exit and entrance strategies 32: keeping an effective innovative focus while approaching and going through significant business transitions 22.
856. Business planning from the back of a napkin to a formal and detailed presentation 29.
857. On the importance of disintermediating real, 2-way communications in business organizations 15.
858. Pure research, applied research and development, and business models 18.
859. Leveraging social media in gorilla and viral marketing as great business equalizers: a reconsideration of business disintermediation and from multiple perspectives 15.
860. Don’t invest in ideas, invest in people with ideas 44 – the issues and challenges of communications in a business 11.
861. Reconsidering the varying faces of infrastructure and their sometimes competing imperatives 7: the New Deal and infrastructure development as recovery 1.
862. Building a business for resilience 35 – open systems, closed systems and selectively porous ones 27.
863. Planning for and building the right business model 101 – 43: goals and benchmarks and effective development and communication of them 23.
864. Hands-off management, micromanagement and in-between – some thoughts on what they mean in practice 1.
865. Meshing innovation, product development and production, marketing and sales as a virtuous cycle 19.
866. Rethinking exit and entrance strategies 33: keeping an effective innovative focus while approaching and going through significant business transitions 23.
867. Business planning from the back of a napkin to a formal and detailed presentation 30.
868. On the importance of disintermediating real, 2-way communications in business organizations 16.
869. Pure research, applied research and development, and business models 19.
870. Leveraging social media in gorilla and viral marketing as great business equalizers: a reconsideration of business disintermediation and from multiple perspectives 16.
871. Don’t invest in ideas, invest in people with ideas 45 – the issues and challenges of communications in a business 12.
872. Hands-off management, micromanagement and in-between – some thoughts on what they mean in practice 2.
873. Reconsidering the varying faces of infrastructure and their sometimes competing imperatives 8: the New Deal and infrastructure development as recovery 2.
874. Building a business for resilience 36 – open systems, closed systems and selectively porous ones 28.
875. Which shapes which: a business or its tools?: a few thoughts on how businesses are run and on how to better evaluate that.
876. Planning for and building the right business model 101 – 44: goals and benchmarks and effective development and communication of them 24.
877. Meshing innovation, product development and production, marketing and sales as a virtuous cycle 20.
878. Rethinking exit and entrance strategies 34: keeping an effective innovative focus while approaching and going through significant business transitions 24.
879. Business planning from the back of a napkin to a formal and detailed presentation 31.
880. On the importance of disintermediating real, 2-way communications in business organizations 17.
881. Protecting individuality in the face of pressures toward corporate conformity .
882. Pure research, applied research and development, and business models 20.
883. Leveraging social media in gorilla and viral marketing as great business equalizers: a reconsideration of business disintermediation and from multiple perspectives 17.
884. Don’t invest in ideas, invest in people with ideas 46 – the issues and challenges of communications in a business 13.
885. Reconsidering the varying faces of infrastructure and their sometimes competing imperatives 9: the New Deal and infrastructure development as recovery 3.
886. Building a business for resilience 37 – open systems, closed systems and selectively porous ones 29.
887. Planning for and building the right business model 101 – 45: goals and benchmarks and effective development and communication of them 25.
888. Meshing innovation, product development and production, marketing and sales as a virtuous cycle 21.
889. Rethinking exit and entrance strategies 35: keeping an effective innovative focus while approaching and going through significant business transitions 25.
890. Business planning from the back of a napkin to a formal and detailed presentation 32.
891. On the importance of disintermediating real, 2-way communications in business organizations 18.
892. Hands-off management, micromanagement and in-between – some thoughts on what they mean in practice 3.
893. Pure research, applied research and development, and business models 21.
894. Leveraging social media in gorilla and viral marketing as great business equalizers: a reconsideration of business disintermediation and from multiple perspectives 18.
895. Don’t invest in ideas, invest in people with ideas 47 – the issues and challenges of communications in a business 14.
896. Reconsidering the varying faces of infrastructure and their sometimes competing imperatives 10: a first draft discussion of general principles and practices 1.
897. Building a business for resilience 38 – open systems, closed systems and selectively porous ones 30.
898. Planning for and building the right business model 101 – 46: goals and benchmarks and effective development and communication of them 26.
899. Meshing innovation, product development and production, marketing and sales as a virtuous cycle 22.
900. Rethinking exit and entrance strategies 36: keeping an effective innovative focus while approaching and going through significant business transitions 26.
901. Business planning from the back of a napkin to a formal and detailed presentation 33.
902. Thinking through how a solution to a problem can create problems (and even that same problem).
903. Pure research, applied research and development, and business models 22.
904. Leveraging social media in gorilla and viral marketing as great business equalizers: a reconsideration of business disintermediation and from multiple perspectives 19.
905. Don’t invest in ideas, invest in people with ideas 48 – bridging the individual to organizational gap 1.
906. Reconsidering the varying faces of infrastructure and their sometimes competing imperatives 11: a first draft discussion of general principles and practices 2.
907. Building a business for resilience 39 – open systems, closed systems and selectively porous ones 31.
908. Planning for and building the right business model 101 – 47: goals and benchmarks and effective development and communication of them 27.
909. Meshing innovation, product development and production, marketing and sales as a virtuous cycle 23.
910. Rethinking exit and entrance strategies 37: keeping an effective innovative focus while approaching and going through significant business transitions 27.
911. Business planning from the back of a napkin to a formal and detailed presentation 34.
912. Pure research, applied research and development, and business models 23.
913. Leveraging social media in gorilla and viral marketing as great business equalizers: a reconsideration of business disintermediation and from multiple perspectives 20.
914. Don’t invest in ideas, invest in people with ideas 49 – bridging the individual to organizational gap 2.
915. Reconsidering the varying faces of infrastructure and their sometimes competing imperatives 12: a first draft discussion of general principles and practices 3.
916. Building a business for resilience 40 – open systems, closed systems and selectively porous ones 32.
917. Planning for and building the right business model 101 – 48: goals and benchmarks and effective development and communication of them 28.
918. Reconsidering the varying faces of infrastructure and their sometimes competing imperatives 13: COVID-19 as an emergent source of infrastructure imperative – 1.
919. Meshing innovation, product development and production, marketing and sales as a virtuous cycle 24.
920. Rethinking exit and entrance strategies 38: keeping an effective innovative focus while approaching and going through significant business transitions 28.
921. Business planning from the back of a napkin to a formal and detailed presentation 35.
922. Pure research, applied research and development, and business models 24.
923. Leveraging social media in gorilla and viral marketing as great business equalizers: a reconsideration of business disintermediation and from multiple perspectives 21.
924. Don’t invest in ideas, invest in people with ideas 50 – bridging the individual to organizational gap 3.
925. Reconsidering the varying faces of infrastructure and their sometimes competing imperatives 14: considering the perils of “technically sweet solutions”.
926. Building a business for resilience 41 – open systems, closed systems and selectively porous ones 33.
927. Planning for and building the right business model 101 – 49: goals and benchmarks and effective development and communication of them 29
928. When the simplest is not the most expected: rethinking Occam’s razor in light of disruptive change .
929. Meshing innovation, product development and production, marketing and sales as a virtuous cycle 25.
930. Rethinking exit and entrance strategies 39: keeping an effective innovative focus while approaching and going through significant business transitions 29.

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