Platt Perspective on Business and Technology

Startups and early stage businesses – 2

You can find Postings 1-200 of this directory at Startups and Early Stage Businesses.

201. Building a startup for what you want it to become 8: adding in disruptively innovative products and product portfolios 3.
202. Building a business for resilience 6 – growth-emergent bottlenecks and smoothly managing scalability 2. And see Business Strategy and Operations – 3, postings 542 and loosely following for this series as a whole.
203. Planning for and building the right business model 101 – 14: exit strategies, entrance strategies and significant business transitions 4.
204. Building a startup for what you want it to become 9: adding in disruptively innovative products and product portfolios 4.
205. Planning for and building the right business model 101 – 15: exit strategies, entrance strategies and significant business transitions 5.
206. Building a startup for what you want it to become 10: adding in disruptively innovative products and product portfolios 5.
207. Planning for and building the right business model 101 – 16: exit strategies, entrance strategies and significant business transitions 6.
208. Building a startup for what you want it to become 11: adding in disruptively innovative products and product portfolios 6.
209. Planning for and building the right business model 101 – 17: exit strategies, entrance strategies and significant business transitions 7.
210. Building a startup for what you want it to become 12: adding in disruptively innovative products and product portfolios 7.
211. Planning for and building the right business model 101 – 18: exit strategies, entrance strategies and significant business transitions 8.
212. Should I stay or should I go? 12: startups as a special case 1. And see Guide to Effective Job Search and Career Development – 3, postings 416 and following for this series as a whole.
213. Building a startup for what you want it to become 13: adding in disruptively innovative products and product portfolios 8.
214. Should I stay or should I go? 13: startups as a special case 2.
215. Planning for and building the right business model 101 – 19: exit strategies, entrance strategies and significant business transitions 9.
216. Should I stay or should I go? 14: startups as a special case 3.
217. Building a startup for what you want it to become 14: adding in disruptively innovative products and product portfolios 9.
218. Should I stay or should I go? 15: startups as a special case 4.
219. Should I stay or should I go? 16: startups as a special case 5.
220. Planning for and building the right business model 101 – 20: exit strategies, entrance strategies and significant business transitions 10.
221. Building a startup for what you want it to become 15: moving past the initial startup phase 1.
222. Planning for and building the right business model 101 – 21: goals and benchmarks and effective development and communication of them 1.
223. Building a startup for what you want it to become 16: moving past the initial startup phase 2.
224. Planning for and building the right business model 101 – 22: goals and benchmarks and effective development and communication of them 2.
225. Building a startup for what you want it to become 17: moving past the initial startup phase 3.
226. Planning for and building the right business model 101 – 23: goals and benchmarks and effective development and communication of them 3.
227. Building a startup for what you want it to become 18: moving past the initial startup phase 4.
228. The importance of seeing a business owner take a salary.
229. Planning for and building the right business model 101 – 24: goals and benchmarks and effective development and communication of them 4.
230. Building a startup for what you want it to become 19: moving past the initial startup phase 5.
231. Planning for and building the right business model 101 – 25: goals and benchmarks and effective development and communication of them 5.
232. Building a startup for what you want it to become 20: moving past the initial startup phase 6.
233. Planning for and building the right business model 101 – 26: goals and benchmarks and effective development and communication of them 6.
234. Building a startup for what you want it to become 21: moving past the initial startup phase 7.
235. Planning for and building the right business model 101 – 27: goals and benchmarks and effective development and communication of them 7.
236. Building a startup for what you want it to become 22: moving past the initial startup phase 8.
237. Planning for and building the right business model 101 – 28: goals and benchmarks and effective development and communication of them 8.
238. Building a startup for what you want it to become 23: moving past the initial startup phase 9.
239. Planning for and building the right business model 101 – 29: goals and benchmarks and effective development and communication of them 9.
240. Building a startup for what you want it to become 24: moving past the initial startup phase 10.
241. Planning for and building the right business model 101 – 30: goals and benchmarks and effective development and communication of them 10.
242. Building a startup for what you want it to become 25: moving past the initial startup phase 11.
243. Planning for and building the right business model 101 – 31: goals and benchmarks and effective development and communication of them 11.
244. Building a startup for what you want it to become 26: moving past the initial startup phase 12.
245. Planning for and building the right business model 101 – 32: goals and benchmarks and effective development and communication of them 12.
246. Building a startup for what you want it to become 27: moving past the initial startup phase 13.
247. Planning for and building the right business model 101 – 33: goals and benchmarks and effective development and communication of them 13.
248. Building a startup for what you want it to become 28: moving past the initial startup phase 14.

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