Yiorgos Mylonadis

Adjunct Professor of Strategy and Entrepreneurship

BA (American College in Greece) Ptychio (Athens) MA (UCLA) PhD (MIT)

Yiorgos is an Adjunct Professor of Strategy & Entrepreneurship at London Business School where he lectures senior executives and degree students. Consulting assignments include keynote speeches and senior management meeting facilitation.

He specialises on business ecosystems, digital strategy, entrepreneurial communities, social enterprises, and methodologies for strategic thinking. After earning a Ph.D. from the Massachusetts Institute of Technology, he has held appointments on the faculties of the Wharton School of the University of Pennsylvania and the Athens Laboratory of Business Administration (ALBA) before joining London Business School in 2000 where he created the award-winning Developing Strategy for Value Creation - the School’s first Executive Education Strategy Programme.

He has led senior leadership workshops, and large, multi-year advisory and teaching programmes for many organisations including Sika, the British Council, ADNOC, Nestle, IBM, Emirates, Oracle, GEA, Xstrata, Nokia, SKF, and Mars.

He was the founding Chair of the Reload Greece Foundation Board where he served as a Trustee until May 2018.

Research and Awards

  • 2013 Chair of the Board of Trustees, Reload Greece

  • 2008 Case study writing: Xstrata Corporation. Amount awarded: £15,000

  • 2008 Case study writing, “Global Industry Safari”. Partial support: Ingram foundation. Amount awarded: £1,000.

  • 2005 “Solution providers”: RAMD award. Amount awarded: £14,000

  • 2002 “Innovation in Learning” award, London Business School.

  • 2001 “Competing in ecosystems of firms”: Awarded by the Global Mobile Innovation Initiative (Boston University, London Business School, and INSEAD). Amount awarded: 25 points buy-out

  • 1997 “Learning to protect the natural environment: A cross-national study of the relationship between firms and communities of practice”. Awarded by The University Research Foundation. Amount awarded: $10,500.

  • 1997 Coalition for Environmentally Responsible Economies (CERES) Academic Advisory Council.

  • 1996 Recognized as an “outstanding Management and Organization Cognition Interest Group reviewer at the Academy of Management

  • 1990 – 1992 Scholarship, The Latsis Fund, MIT

  • 1991- 1992 MacArthur Scholar Awards

  • The social context of problem structuring
  • Production of value in venture communities
  • Solution providers in business ecosystems
  • Strategies and performance of firms in the provision of environmental innovation and services


Open-sourcing environmental regulation: how to make firms compete for the natural environment

Mylonadis Y

In Hoffman A and Ventresca M eds., Organizations, policy and the natural environment: institutional and strategic perspectives, Stanford University Press, 2002


Strategic maneuvering and mass-market dynamics: the triumph of VHS over beta

Mylonadis Y,Cusumano M,Rosenbloom R

Business History Review Spring 1992

Teaching portfolio

Our teaching offering is updated annually. Faculty and programme material are subject to change.

  • Masters Degrees core courses

    A key part of our Masters programmes curriculum.

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  • Masters Degrees electives

    Optional courses providing a deep dive into specialist areas.

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    • Digital strategy
      While traditional strategy tools (five forces framework, generic strategies, who/what/how, etc.) can still provide valuable insight, they are not sufficient to understand the complexities of some of the most popular business models around us today. In this course, we introduce new frameworks and techniques to better understand these business models. In particular, we look at four related topics: 1) the emergence of new platform-based business models and the key decisions for designing a successful platform, 2) the change in the competitive positioning of firms as they adopt platform-based business models; 3) the emergence of ecosystems where new platform-based business models interact with traditional models; 4) and the shifts in the fundamental institutions that shape businesses due to new technological trends such as blockchain and artificial intelligence.
    • Growing Social Enterprises
      The course sets out to explore what is unique about social enterprises. This new organizational form holds the promise of tackling some of society's thorniest problems that traditional businesses have ignored in more efficient ways than traditional charities. For investors, it represents an evolution in corporate philanthropy as the original intent to contribute to society is fused with an investment approach to capital allocation. As a result, substantial amounts are directed toward the nascent market in social impact investing. Are the conditions present for this market to grow systematically or is this a passing fad? Are the entrepreneurial and management skills necessary to start and manage social enterprises different from those required for either traditional businesses or charities? What options are available to social businesses when their self-interest conflicts with their pursuit of social impact? This course aims to provide students with the analytical frameworks and tools f
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  • Executive Education

    Short programmes offering academic excellence, global focus and exceptional diversity of perspective.

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