Running a company in flux is like nothing else!

Companies in flux are bonkers. If that's your world, you're welcome here. You'll find that nuttiness in everything you read here. For example:

High-change companies need unique solutions for lightweight, modern, and adaptable operations. What works in stable companies fails here.

It also means treating "ops" as "operating" broadly, everything to run the insides of a business, including strategy, finance, classic ops, not just "operations" in the narrow sense.

Topics must cross strategy, planning, leading, and doing because when your whole world changes, clean splits among roles and levels collapse in a hot second. Stuff is either mission-critical, or it doesn't happen. There's some theory, sure, but mainly a bunch of practical application.

If practice and urgency lead, then structure does not. Post topics may seem more scattered here than in the business building section, which follows an explicit logic chain. But fear not, the method behind the madness will emerge.

Oh, and fast change and urgency mean getting to the point: You'll find "proper" blog posts of course. But if I can be of help via compressed article stubs, well, I'll keep it short, and formal format be damned.