Platt Perspective on Business and Technology

Business strategy and operations

Much of what I do seeks to connect strategic and operational vision and implementation, and it is this intersection that I explore in this series.

1. Business, technology and judgment.
2. Business intelligence one person at a time and by the patterns they collectively display.
3. Thoughts shared from an interview with AJ Aronoff 1 – portals as a source of ongoing efficiency.
4. Thoughts shared from an interview with AJ Aronoff 2 – mapping the “typical day” .
5. Strategy as a yes/no balance in moving beyond being reactive.
6. Innovation oriented and access oriented startup strategies.
7. Strategy as defined market space and the Google smart phone.
8. Business strategy and business processes, and the paradox of strong security.
9. Boards of directors and corporate culture and strategy.
10. Boards of directors and accountability.
11. Ubiquitous computing, social networking and business intelligence.
12. Assumption 6 – The fallacy of the singularity and the fallacy of simple linear progression – finding a middle ground.
13. 360 degree interviews – the hiring manager and HR perspective.
14. Business continuity as a component of core process.
15. Managing the user interface as a key to effective business continuity.
16. Repeat customers are our most important product.
17. Crowd sourcing and the opening up of open innovation.
18. Leadership succession and maintaining business greatness – small and family owned businesses.
19. Consultant and mentor – bridging the contradiction.
20. Rainmaker myths and traps, and rainmakers as a source of shared best practices.
21. Marketing to your strengths, marketing as a reality check.
22. Implementing a social networking strategy to drive effective green technology and sustainability – a practical guide, part 7 strategy and leadership in an open and less hierarchical organization.
23. Expanding your business with a dual strategic focus – expanding sales and services offered.
24. Expanding your business with a dual strategic focus – expanding your operations?.
25. Expanding your business with a dual strategic focus – expanding your headcount?.
26. Leadership in balance – managing vision in the face of detail.
27. The cost of holding on too tightly – for products and services and for a lack of focused strategy.
28. When a great brand creates big problems – lessons from Toyota.
29. Workforce reductions, layoffs and other morale killers, and the need for transparency in Human Resources policies and processes.
30. Downsizing and mass lay-offs as a symptom of strategic failure.
31. The hidden costs of legacy systems – some thoughts on the larger picture.
32. Negotiating what you can offer as a hiring manager in building and maintaining great teams.
33. Negotiating what you can offer as a hiring manager in an ongoing social context.
34. Online store, online market space – part 1 of a new series exploring new and emerging opportunity.
35. Online store, online market space – part 2 and bringing your products and services into focus.
36. Online store, online market space – part 3 and adding financials to the mix.
37. Online store, online market space – part 4 and going live and online – 1.
38. Online store, online market space – part 5 and going live and online – 2.
38. Online store, online market space – part 6 and marketing your new online store.
39. Mentoring as a source of positive value to the business and to the mentor. (See also Starting a new job, Building a new foundation – part 7 and building a mentoring network for a discussion of this from the employee perspective.)
40. Online store, online market space – part 7 and search engine marketing your new online store – 1.
41. Reciprocal links, value chains and strategic development in a business ecology, and creating value through business social networking – part 1 of a 2 part series on developing a foundation for creating monetizable value from business social networking.
42. Creating value through business social networking in a business to consumer context – part 2 of a 2 part series on developing a foundation for creating monetizable value from business social networking.
43. Online store, online market space – part 8 and search engine marketing your new online store – 2.
44. Online store, online market space – part 9: business plans and filling in the gaps.
45. Niche market to mainstream – leveraging user interfaces for the visually impaired to handheld devices.
46. Online store, online market space – part 10: audits and reality checks.
47. Making change in the customer experience good, and how well-intended change can be bad.
48. Meshing business needs and priorities to customer needs and priorities to create shared value.
49. Online store, online market space – part 11: breaking away from the competitive crowd.
50. Code escrow and due diligence in the cloud and in support of value chain participants.
51. Online store, online market space – part 12: the Green and environmentally conscious business. See also Social Networking and Business postings 49-58, 60, 65 and 70 for more on Green and sustainability.
52. Privacy policies and user agreements as social contracts.
53. Online store, online market space – part 13: personal information and online privacy policies.
54. Dell and the complexity of managing a global supply network in a competitive marketplace.
55. Online store, online market space – part 14: business ethics and good business citizenship.
56. Building a client base – part 1: identifying potential clients and your intended marketplace.
57. Online store, online market space – part 15 and online security – 1: setting good standards.
58. Building a client base – part 2: connecting to your potential clients to create value.
59. Reexamining business school fundamentals – strategy and strategic vision in the interconnected, interdependent marketplace.
60. Reexamining business school fundamentals – leadership.
61. Reexamining business school fundamentals – strategies for international expansion.
62. Reexamining business school fundamentals – change management in a rapidly changing context.
63. To your customers products are services.
64. Online store, online market space – part 16 and online security – 2 and performing a basic risk and vulnerability assessment.
65. Building a client base – part 3: determining what data fields to populate and what data not to collect.
66. Online store, online market space – part 17 and online security – 3 and performing a more detailed needs assessment and follow through.
67. Leadership and the three basic decisions.
68. Online store, online market space – part 18: exit strategies and long term planning.
69. Building a client base – part 4: selecting a database solution.
70. Leadership from a foundation of responsibility and trust.
71. CRM and the due diligence of keeping everyone on the same page.
72. Building a client base – part 5: CRM and populating your client database with the right data.
73. Business networking in a time of business challenge.
74. Building a business from a Green foundation – avoiding the Green gimmick trap: part 1 of a series on the Green business infrastructure.
75. Building a client base – part 6: the due diligence of privacy protection in a competitive marketplace.
76. Business networking in a time of blue ocean marketplace opportunity.
77. Operational processes as a driver of competitive advantage.
78. Building a client base – part 7: products and services, client base and business infrastructure.
79. When leadership means simplification.
80. Building a business from a Green foundation – cultivating the Green aware employee: part 2 of a series on the Green business infrastructure.
81. Sustainability as a key driver in creating operational and strategic excellence – and our need to relearn that.
82. Building a business from a Green foundation – building from a Green strategy imperative: part 3 of a series on the Green business infrastructure.
83. Effective operational execution means never taking your staff for granted.
84. When liability doesn’t correlate with risk – an operational and strategic assessment.
85. Building a business from a Green foundation – building for Green products and services: part 4 of a series on the Green business infrastructure.
86. The myth of the natural leader – cultivating effective leadership skills.
87. Building a business from a Green foundation – Green and sustainable context and the Green marketplace: part 5 of a series on the Green business infrastructure.
88. Building a business from a Green foundation – Green and sustainable innovation as a driving imperative: part 6 of a series on the Green business infrastructure.
89. Leadership by consensus and compromise, leadership as making the final decision.
90. Creating the in-house information commons – creating the networking resource mix that supports your needs.
91. Basing price point on a larger product and service context.
92. When job performance failure begins with the job description.
93. Thinking startup as a core business strategy.
94. The value and peril in invoking Robert’s Rules of Order.
95. Implementing business technology – Part 1: best practices cyclical processes.
96. Putting value added into a more balanced perspective.
97. Implementing business technology – Part 2: Taking a technology-agnostic perspective in determining needs.
98. Implementing business technology – Part 3: the resource lifecycle.
99. Implementing business technology – Part 4: cutting through the hype and buzz.
100. Working more effectively in a table of organization when it does not allow for that: part 1 in a series on change management and creating long term, effective change from it.
101. IT management as a sum of the little things.
102. Effecting change through a table of organization in the face of inertia and historical practices: part 2 in a series on change management and creating long term, effective change from it.
103. Access, working in-house and consulting – understanding and working in the fundamental constraints at a job.
104. The power of leadership by example.
105. Building a sense of ownership and responsibility into business operations and processes, and into core business culture.
106. Unraveling the puzzle of demographic preferences – designing and building to meet underlying needs.
107. Economies of scale, economies of scope and the flexibility to innovate.
108. The power of leadership by open door.
109. Custom apps, online marketing and the unique customer experience.
110. Organizational flexibility and vitality, and a dichotomy of needs.
111. Putting strategy into context: coordinating strategy and planning.
112. Whistling past the graveyard of technology obsolescence.
113. Custom apps, online marketing and the unique customer experience – 2: empowerment from the crowd.
114. The power of leadership by dialog and involvement.
115. Custom apps, online marketing and the unique customer experience – 3: making crowd sourced development work.
116. The power of leadership as mentorship.
117. Open marketplaces, closed markets and exit strategies – an emerging lesson.
118. Mentoring and managing – finding an effective balance.
119. Online store, online market space – part 19: balancing an inventory.
120. Making business social networking work in both directions.
121. Building a results driven, collaborative organization – and why.
122. When being a good boss means asking awkward questions and sharing negative feedback.
123. Developing and enforcing password best practices.
124. Management and strategy by prototype -1: starting a new series.
125. Business with an elevator pitch focus and simplicity.
126. Management and strategy by prototype – 2: developing a conceptual model with a case study.
127. Virtualizing and outsourcing infrastructure – 1: developing a lean core competency business model.
128. Virtualizing and outsourcing infrastructure – 2: identifying where lean makes sense in a business.
129. Virtualizing and outsourcing infrastructure – 3: the online store as test case.
130. Open business models and a diversity of meaning – 1.
131. Turning business communications inside-out, outside-in to create sustaining value – 1.
132. Virtualizing and outsourcing infrastructure – 4: expenses and savings.
133. Open business models and a diversity of meaning – 2.
134. Turning business communications inside-out, outside-in to create sustaining value – 2.
135. Virtualizing and outsourcing infrastructure – 5: thinking through IT as a source of lean infrastructure cost-effectiveness.
136. Turning business communications inside-out, outside-in to create sustaining value – 3.
137. Open business models and a diversity of meaning – 3.
138. Virtualizing and outsourcing infrastructure – 6: negotiating lean and agile in building for a competitive edge, part 1.
139. Expanding the conversation – giving everyone in your business a voice – 1.
140. Open business models and a diversity of meaning – 4.
140. Virtualizing and outsourcing infrastructure – 7: negotiating lean and agile in building for a competitive edge, part 2.
141. Expanding the conversation – giving everyone in your business a voice – 2.
142. Responding to business challenges – strategically redirecting, reallocating, cutting back and economizing.
143. Virtualizing and outsourcing infrastructure – 8: executing lean and agile in building for a competitive edge – 1.
144. Open business models and a diversity of meaning – 5.
145. Expanding the conversation – giving everyone in your business a voice – 3.
146. Virtualizing and outsourcing infrastructure – 9: executing lean and agile in building for a competitive edge – 2.
147. Security policy and the potential for conflicts of interest: a software provider perspective – 1.
148. Monoculture and ecological diversity as a paradigm for modeling cyber risk – 1.
149. Expanding the conversation – giving everyone in your business a voice – 4.
150. Security policy and the potential for conflicts of interest: a software provider perspective – 2.
151. Virtualizing and outsourcing infrastructure – 10: going lean but not too lean.
152. Monoculture and ecological diversity as a paradigm for modeling cyber risk – 2.
153. Expanding the conversation – giving everyone in your business a voice – 5.
154. Expanding the conversation – giving everyone in your business a voice – 6.
155. Security policy and the potential for conflicts of interest: a software provider perspective – 3.
156. Developing a profit center sweet spot – offering extra added value.
157. Optimizing business processes to optimize the customer experience – 1.
158. Instilling business practices to limit customer friction and frustration.
159. Security policy and the potential for conflicts of interest: a software consumer perspective – 4.
160. Global marketplaces and market space granularity: part 1 in a series on marketplace diversity.
161. Balancing turnover rate, inventory capacity, consumer selection and price point – 1: part 2 in a series on marketplace diversity.
162. Balancing turnover rate, inventory capacity, consumer selection and price point – 2: part 3 in a series on marketplace diversity.
163. The paradox of choice, and optimizing the customer decision making process.
164. Optimizing business processes to optimize the customer experience – 2.
165. Putting management and leadership approaches in an interpersonal context.
166. Effective change management as pursuit of a startup mentality, and vice versa.
167. When global marketplace diversity crosses the boundaries of custom, culture and legal norms: part 4 in a series on marketplace diversity.
168. Security policy and the potential for conflicts of interest: a shared provider and consumer perspective – 5.
169. Cloud storage and the potential for loss of data security control: part 1 of a series.
170. Cloud storage and the potential for loss of document version control: part 2 of a series.
171. Making your customer your priority – customer problem resolution as a core due diligence goal.
172. Global marketplace diversity as business ecosystem niche space – 1: applying a basic bio-systems model: part 5 in a series on marketplace diversity.
173. Some thoughts concerning NASA’s Team B effect – on maintaining strength through transitions – 1.
174. Global marketplace diversity as business ecosystem niche space – 2: business niche viability and marketplace strength: part 6 in a series on marketplace diversity.
175. The power of leadership by example – some further thoughts.
176. Some thoughts concerning NASA’s Team B effect – on maintaining strength through transitions – 2.
177. Due diligence and business systems disconnects.
178. Understanding the tradeoffs in selecting technology to deploy in an IT system -1.
179. Global marketplace diversity as business ecosystem niche space – 3: business niche diversity and marketplace scale and complexity: part 7 in a series on marketplace diversity.
180. Understanding the tradeoffs in selecting technology to deploy in an IT system – 2.
181. Global marketplace diversity as business ecosystem niche space – 4: conveying the message as realized business niche: part 8 in a series on marketplace diversity.
182. Developing a business to be both lean and competitive, and some thoughts on what that means.
183. Marketplace diversity and navigating a path forward in the face of ongoing change: part 9 in a series on marketplace diversity.
184. Bringing total customer experience into your business’ core competency.
185. Risk taking and other rite of passage leadership challenges and tests.
186. Leadership and the positive value of dissent.
187. Connecting everywhere and all the time, and its impact on structure in markets and organizations – 1: starting a new series.
188. Customer incentives, loss leaders and marketplace positioning.
189. Connecting everywhere and all the time, and its impact on structure in markets and organizations – 2: finding the right organizational complexity balance.
190. Connecting everywhere and all the time, and its impact on structure in markets and organizations – 3: finding the right organizational complexity balance, continued.
191. Business models, organizational models and the table of organization – a basic strategic and operational model.
192. Follow the money: nonprofits, not for profits, growth companies and short term profit investments – 1.
193. Connecting everywhere and all the time, and its impact on structure in markets and organizations – 4: transitioning through change as a strategic, operational initiative – 1.
194. Building for effective scalability – a lesson learnable from Hurricane Irene.
195. Social networking, community and the pace and shaping of innovation – 1.
196. Follow the money: nonprofits, not for profits, growth companies and short term profit investments – 2.
197. Connecting everywhere and all the time, and its impact on structure in markets and organizations – 5: transitioning through change as a strategic, operational initiative – 2.
198. Social networking, community and the pace and shaping of innovation – 2.
199. Leadership as an exercise in clarity.
200. Connecting everywhere and all the time, and its impact on structure in markets and organizations – 6: transitioning through change as a strategic, operational initiative – 3.

See also Nonprofits and Social Networking.

This guide is continued, starting with directory posting 201 at Business Strategy and operations – 2

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  1. […] approaches relate to job search and career development best practices and in my ongoing series on Business Strategy and Operations and in Startups and Early Stage […]


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