Business Administration
What operational capabilities does each venture need — and what does the platform provide?
Every venture faces the same mandatory, non-core critical path before it can deliver value. The platform runs that path once. Each venture inherits the deterministic layer and focuses on what's unique.
Operations
| Function | Platform (Shared) | Venture (Unique) | Status |
|---|---|---|---|
| Finance | Banking, invoicing, compliance | Pricing, unit economics | Planning |
| Human Resources | Contracts, payroll | Role definition, hiring | Planning |
| Facilities | Lease portfolio, AI tools, buyer-side player network | Per-location decision flow, fit-out, density | Active |
| Operations | Tooling, CI/CD, monitoring | Domain workflows | Planning |
| Legal | Entity formation, IP, CLM, compliance calendar, AI clause analysis | Industry-specific compliance, jurisdiction strategy, token classification | Active |
The "Platform" column is deterministic — identical for every venture, verified once. The "Venture" column is where domain intelligence shapes the model. Credibility compounds when the shared layer works reliably enough that ventures can focus entirely on their unique value.
Context
- Business Factory — Development → Strategy → Operations → Growth → Feedback
- Seven Business Flows — Each operational function below appears in one or more of the seven data flows (finance → flow 5, HR → flow 6, procurement → flow 3, etc.)
- Ventures — The portfolio these operations serve
- Financial Operations — The numbers we need to know and hit
- Credibility — Three loops: inner (tests), story (predictions), market (revenue)
Questions
Which operational function would unlock the most ventures if it moved from "Planning" to "Active"?
- What's the cost of each venture solving legal, banking, and compliance independently vs inheriting it from the platform?
- Which row in the table above has the highest ratio of shared value to unique configuration?