Yiorgos Mylonadis

Adjunct Professor of Strategy and Entrepreneurship

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

Yiorgos Mylonadis is a Strategy expert who lectures extensively on competitive strategy, methodologies for strategic thinking, technological evolution, strategic management in a sustainable society, organisational learning, entrepreneurial communities, and business ecosystems.


He is an Adjunct Professor of Strategy and Entrepreneurship at London Business School. A native of Greece, he has held appointments on the faculties of the Wharton School of the University of Pennsylvania and the Athens Laboratory of Business Administration, where he has also served as the Academic Director of the Executive MBA Programme.


He has provided customised advice to a number of companies, including Lufthansa, Polaroid, Xstrata, and IBM. At London Business School, he developed and directs the School's first Executive Education Strategy Programme, Developing Strategy for Value Creation. He is also the Europe Director of the Strategic Conversations Programme for IBM and the Academic Director of the Global Business Consortium, which this year has met in Toronto, San Francisco, Shanghai, Dubai, Moscow, and London.


He received his PhD at the Massachusetts Institute of Technology where he received twice the MacArthur Scholar Award. At the Wharton School he established and led the Wharton Faculty Workshop on Organizational Knowledge & Learning. At London Business School he received the Innovation in Learning award. He has served on the Academic Advisory Board of the Coalition for Environmentally Sustainable Economies (CERES).

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

2002

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

1992

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.

 

Core courses

  • Understanding General Management
  • Electives

    • 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.
      Programmes with this elective
    • 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
      Programmes with this elective
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