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Writing, research, projects, and photos around “Strategy”.
The Business Model Canvas from an enterprise investment class, noted for myself: what each of the nine boxes is, the question each box must answer, and why the line 'all of them must be satisfied for a project to succeed' depends on the company's stage.
A note on a distinction: the business model canvas is 'made for yourself,' the startup pitch is 'told to others,' and investor due diligence is 'others scrutinizing you'; the three differ completely in purpose, focus, and framing — don't mix them up.
A framework paper that advances structured thinking from the generic expression of "conclusion first, mutually exclusive and collectively exhaustive" into a four-stage problem-location method — Structure → Surface connections → Infer root problem → Find solution — with the causal, duality, dialectical, position, and interest lenses at its core, offering a testable training protocol and its boundaries of use.
Read summaryTechnical planning is not a project list. At its core it is two things: understanding the business you serve (business analysis) and understanding the gap and level against competitors (competitive analysis), then linking them into a causal chain of goals, trade-offs, and execution.
Part of the column “Technical Systems” · Chapter 1