The reason that i didn't touch on any of these things is that the necessary skills for them all (that you mention and many more) are relative to a point in time and very much related to the charts i talked about. Let's use an example: what's "the right" organizational structure. By definition it changes as a company grows. An organization will need to be structured differently at 3 people, 12 people, 30 people, 65 people, etc.. This is, in fact, a demonstration of understanding the S-curve and how it applies all over a business. Something parochial like accounting is actually the same thing. The complexity of our accounting (and need for systems, experts, auditing, etc..) was directly related to us hitting a network effect in our business. As they say - you can run accounting of a bad business really well.

I'm not disagreeing with you just noting that my piece was much more about how to recognize patterns that emerge in a business everywhere and know which pattern you're working with to make tactical and strategic decisions at the right time.

I've written quite a bit about financials, the economics of startups, etc.. Here is a good example about business model integrity on my blog:

http://parallax.blogs.com/parallax_calculating_tech/2006/05/...