Platt Perspective on Business and Technology

Reexamining the fundamentals

The goal of this series is to explore some of the basic assumptions we make and that we take for granted and all but automatically. We live in a world of basic assumptions and collectively they define the basic parameters of how we network and communicate, do business and related as members of communities.

My initial goal is to more closely examine change as a process and the nature of the changes we are witnessing in information and communications technology, and in how we connect through them.

I. Following are 12 postings, the first setting the stage for what follows and the next 11 in turn examining a set of individual though connected assumptions one at a time. More postings reexamining business assumptions and fundamentals will follow.

It is a truly revolutionary change when our basic taken-for-granted falls away.
Assumption 1 – stand-alone and networked.
Assumption 2 – Moore’s law and its successors?.
Assumption 3 – stepping back to an economic framework and its assumptions.
Assumption 4 – What does it mean to be a full time employee these days?.
Assumption 5 – Where are the true boundaries between a globally connected company and its supply chain and value chain context?.
Assumption 6 – The fallacy of the singularity and the fallacy of simple linear progression – finding a middle ground.
Assumption 7 – PR 2.0 and Marketing 2.0, and the shift from controlling to participating in message.
Assumption 8 – Cultural diversity in the all the time and everywhere connected context.
Assumption 9 – Selling and giving as connected strategies in an increasingly open source and freeware world.
Assumption 10 – Web 2.0 and message in an increasingly fine grained demographics context.
Assumption 11 – When does change in front-end design and usability become self defeating and when does it improve?.
Evolution and revolution in a larger context – the pace and nature of change in technology and how it is used.

II. Reexamining Business School Fundamentals

1. Reexamining business school fundamentals from a globally connected perspective.
2. Reexamining business school fundamentals – strategy and strategic vision in the interconnected, interdependent marketplace.
3. Reexamining business school fundamentals – leadership.
4. Reexamining business school fundamentals – strategies for international expansion.
5. Reexamining business school fundamentals – marketing and CRM in an interconnected global context.
6. Reexamining business school fundamentals – supply chains and value chains as drivers of sustaining value.
7. Reexamining business school fundamentals – business ethics and communications in a multicultural context.
8. Reexamining business school fundamentals – reading between the microeconomics lines.
9. Reexamining business school fundamentals – macroeconomics, microeconomics and the gap between.
10. Reexamining business school fundamentals – human resources and managing personnel in an interconnected business context
11. Reexamining business school fundamentals – business law in a rapidly changing collaborative and competitive context.
12. Reexamining business school fundamentals – negotiations across cultures.
13. Reexamining business school fundamentals – change management in a rapidly changing context.
14. Reexamining business school fundamentals and emerging 21st century realities.

Bringing Platt Perspective into focus and admitting my ambition for it – some thoughts at 700 postings.

III. Rethinking Normal

1. Rethinking normal 1: putting normal in perspective.
2. Rethinking normal 2: putting normal in a longer term perspective.
3. Rethinking normal 3: rethinking the pace of change.
4. Rethinking normal 4: when my normal is different than yours, and yours than mine 1.
5. Rethinking normal 5: when my normal is different than yours, and yours than mine 2.
6. Rethinking normal 6: when my normal is different than yours, and yours than mine 3.
7. Rethinking normal 7: when my normal is different than yours, and yours than mine 4.
8. Rethinking normal 8: looking ahead and at currently emerging change 1.
9. Rethinking normal 9: looking ahead and at currently emerging change 2.
10. Rethinking normal 10: looking ahead and at currently emerging change 3.
11. Rethinking normal 11: looking ahead and at currently emerging change 4.
12. Rethinking normal 12: looking ahead and at currently emerging change 5.

IV. Big Data and the Assembly of Global Insight

1. Big data and the assembly of global insight out of small scale, local and micro-local data 1: assembling big pictures out of little pieces in three examples.
2. Big data and the assembly of global insight out of small scale, local and micro-local data 2: local and micro-local data.
3. Big data and the assembly of global insight out of small scale, local and micro-local data 3: demographics-based and other descriptive and predictive models.
4. Big data and the assembly of global insight out of small scale, local and micro-local data 4: some thoughts on where this is headed 1.
5. Big data and the assembly of global insight out of small scale, local and micro-local data 5: some thoughts on where this is headed 2.
6. Big data and the assembly of global insight out of small scale, local and micro-local data 6: developing synergies between ubiquitous computing and communications, and open-access big data.
7. Big data and the assembly of global insight out of small scale, local and micro-local data 7: reconsidering the digital divide 1.
8. Big data and the assembly of global insight out of small scale, local and micro-local data 8: reconsidering the digital divide 2.
9. Big data and the assembly of global insight out of small scale, local and micro-local data 9: rethinking potential operational strengths and weaknesses.
10. Big data and the assembly of global insight out of small scale, local and micro-local data 10: Bayesian statistics and the power of predictive modeling 1.
11. Big data and the assembly of global insight out of small scale, local and micro-local data 11: Bayesian statistics and the power of predictive modeling 2. I cite in this posting a national security-oriented big data example that fits into the same narrative discussed in my series: Learnable Lessons from Manning, Snowden and Inevitable Others (see Ubiquitous Computing and Communications – everywhere all the time 2, postings 227 and loosely following for its installments.)
12. Big data and the assembly of global insight out of small scale, local and micro-local data 12: data granularity and quality as costs/benefits and due diligence considerations.

V. Rethinking Underlying Assumptions and Their Logic

1. Zeno’s paradox, Moravec’s paradox and rethinking how we project forward in our planning 1.
2. Zeno’s paradox, Moravec’s paradox and rethinking how we project forward in our planning 2.
3. Zeno’s paradox, Moravec’s paradox and rethinking how we project forward in our planning 3.
4. Zeno’s paradox, Moravec’s paradox and rethinking how we project forward in our planning 4.
5. Zeno’s paradox, Moravec’s paradox and rethinking how we project forward in our planning 5.
6. Zeno’s paradox, Moravec’s paradox and rethinking how we project forward in our planning 6.

VI. Some Thoughts Concerning a General Theory of Business

1. Some thoughts concerning a general theory of business 1: a series offered to mark Platt Perspective reaching 2002 postings.
2. Some thoughts concerning a general theory of business 2: the two conceptual approaches 1.
3. Some thoughts concerning a general theory of business 3: the two conceptual approaches 2.
4. Some thoughts concerning a general theory of business 4: the two conceptual approaches 3.
5. Some thoughts concerning a general theory of business 5: the two conceptual approaches 4.
6. Some thoughts concerning a general theory of business 6: the two conceptual approaches 5.
7. Some thoughts concerning a general theory of business 7: completeness and consistency, and functional relevance and necessity.
8. Some thoughts concerning a general theory of business 8: interpretation and understandably meshing theory with the empirical reality that it seeks to predictably describe.
9. Some thoughts concerning a general theory of business 9: considering first steps toward developing a general theory of business 1.
10. Some thoughts concerning a general theory of business 10: considering first steps toward developing a general theory of business 2.
11. Some thoughts concerning a general theory of business 11: considering first steps toward developing a general theory of business 3.
12. Some thoughts concerning a general theory of business 12: considering first steps toward developing a general theory of business 4.
13. Some thoughts concerning a general theory of business 13: considering first steps toward developing a general theory of business 5.
14. Some thoughts concerning a general theory of business 14: considering first steps toward developing a general theory of business 6.
15. Some thoughts concerning a general theory of business 15: considering first steps toward developing a general theory of business 7.
16. Some thoughts concerning a general theory of business 16: considering first steps toward developing a general theory of business 8.
17. Some thoughts concerning a general theory of business 17: considering first steps toward developing a general theory of business 9.
18. Some thoughts concerning a general theory of business 18: considering first steps toward developing a general theory of business 10.

The importance of seeing a business owner take a salary.
Building a business for resilience 17 – open systems, closed systems and selectively porous ones 9. And see Business Strategy and Operations – 3 and its Page 4 continuation, postings 542 and loosely following for the rest of this series. Note: I explicitly begin to consider automation and its artificial intelligence expansion into business decision making and execution cycles here, and will be returning to this complex of issues in detail in this general theory of business series too.
There aren’t any good cold call marketing or sales campaigns anymore: some thoughts concerning general principles.
Reconsidering cause and effect assumptions in feedback-driven systems: implications for real-world business and economic systems planning.

VII. Reexamining Business School Fundamentals (reconsidered)

1. Reexamining business school fundamentals (reconsidered) 1: a second look after almost seven years.
2. Reexamining business school fundamentals (reconsidered) 2: taking a globally connected perspective, take two.
3. Reexamining business school fundamentals (reconsidered) 3: strategy and strategic vision in the interconnected, interdependent marketplace.
4. Reexamining business school fundamentals (reconsidered) 4: leadership.
5. Reexamining business school fundamentals (reconsidered) 5: strategies for international expansion.
6. Reexamining business school fundamentals (reconsidered) 6: marketing and CRM in an interconnected global context.
7. Reexamining business school fundamentals (reconsidered) 7: supply chains and value chains as drivers of sustaining value.
8. Reexamining business school fundamentals (reconsidered) 8: business ethics and communications in a multicultural context.
9. Reexamining business school fundamentals (reconsidered) 9: reading between the microeconomics lines.
10. Reexamining business school fundamentals (reconsidered) 10: macroeconomics, microeconomics and the gap between.
11. Reexamining business school fundamentals (reconsidered) 11: human resources and managing personnel in an interconnected business context.
12. Reexamining business school fundamentals (reconsidered) 12: business law in a rapidly changing collaborative and competitive context.
13. Reexamining business school fundamentals (reconsidered) 13: negotiations across cultures.
14. Reexamining business school fundamentals (reconsidered) 14: change management in a rapidly changing context.
15. Reexamining business school fundamentals (reconsidered) 15: emerging 21st century realities.
16. Reexamining business school fundamentals (reconsidered) 16: what goes around, comes around – in variations.

Technology as the tide that raises all boats 8 – but often unevenly 5. See Outsourcing and Globalization, postings 25 and loosely following for other postings to this series.
Technology as the tide that raises all boats 9 – but often unevenly 6.
Technology as the tide that raises all boats 10 – but often unevenly 7.
Technology as the tide that raises all boats 11 – but often unevenly 8.

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