Platt Perspective on Business and Technology

Reexamining the fundamentals 2

See Page 1 to this directory for its Sections I through VII.

VIII. Reconsidering the Constraints to Innovation

1. Moore’s law, software design lock-in, and the constraints faced when evolving artificial intelligence 1.
2. Moore’s law, software design lock-in, and the constraints faced when evolving artificial intelligence 2.
3. Moore’s law, software design lock-in, and the constraints faced when evolving artificial intelligence 3.
4. Moore’s law, software design lock-in, and the constraints faced when evolving artificial intelligence 4.
5. Moore’s law, software design lock-in, and the constraints faced when evolving artificial intelligence 5.
6. Moore’s law, software design lock-in, and the constraints faced when evolving artificial intelligence 6.
7. Moore’s law, software design lock-in, and the constraints faced when evolving artificial intelligence 7.
8. Moore’s law, software design lock-in, and the constraints faced when evolving artificial intelligence 8.
9. Moore’s law, software design lock-in, and the constraints faced when evolving artificial intelligence 9.
10. Moore’s law, software design lock-in, and the constraints faced when evolving artificial intelligence 10.
11. Moore’s law, software design lock-in, and the constraints faced when evolving artificial intelligence 11.
12. Moore’s law, software design lock-in, and the constraints faced when evolving artificial intelligence 12.
13. Moore’s law, software design lock-in, and the constraints faced when evolving artificial intelligence 13.

• Also see On the Importance of Disintermediating Real, 2-Way Communications in Business Organizations (as can be found at Social Networking and Business 2 as postings 275 and loosely following), for its discussion of artificial intelligence-based agents in the workplace. See in particular, its Part 10 and following for that.
There are no low value playing cards: some thoughts regarding Yuval Harari’s vision of our collective future.

IX. Some Thoughts Concerning a General Theory of Business (continued from Section VII, Page 1 of this directory)
26. Some thoughts concerning a general theory of business 26: a second round discussion of general theories as such, 1.
27. Some thoughts concerning a general theory of business 27: a second round discussion of general theories as such, 2.
28. Some thoughts concerning a general theory of business 28: a second round discussion of general theories as such, 3.
29. Some thoughts concerning a general theory of business 29: a second round discussion of general theories as such, 4.
30. Some thoughts concerning a general theory of business 30: a second round discussion of general theories as such, 5.
31. Some thoughts concerning a general theory of business 31: a second round discussion of general theories as such, 6.
32. Some thoughts concerning a general theory of business 32: a second round discussion of general theories as such, 7.
33. Some thoughts concerning a general theory of business 33: a second round discussion of general theories as such, 8.
34. Some thoughts concerning a general theory of business 34: a second round discussion of general theories as such, 9.
35. Some thoughts concerning a general theory of business 35: a second round discussion of general theories as such, 10.

Going from tactical to strategic and vice versa, as an emergent process.
The challenge of strategy precluding tactics, and vice versa.

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