Category Archives: Business Strategy

Sustainability of Organizations

Yannis A. Phillis is a guest  contributor. He is Professor of Engineering at UCLA and the Technology University of Crete.

The following is adopted from:
“Fuzzy Measurement of Sustainability,”  by
Y. A. Phillis and V. S. Kouikoglou, Nova Publishers, NY, 2009, by permission.

An organization is an entity or purposeful structure with boundaries that separate it from its environment. According to Webster’s dictionary it is an administrative and functional structure (as a business or a political party). An organization pursues certain goals such as education (this is a university) or production of goods and services if it is a corporation. Organizations interact with their environment, physical, biological and social, they affect it and become affected by it. It is quite natural then that organizations play an important role in the sustainability of a region or country. Continue reading



C. K. Prahalad – Guru on Strategy, Leadership and Competitiveness

(August 8, 1941 – April 16, 2010)

I had began, recently, to write an article on leadership when I was informed of the passing of my dear friend Professor C. K. Prahalad of the Ross School of Business, University of Michigan on April 16, 2010 at the age of 69.  I decided that this topic would be far better expressed by this outstanding thinker and educator himself.  See clip after the jump. Continue reading



How to Develop a High Performing Workforce as the Economy Recovers from Recession

Stephen J. Gill– is a guest contributor.
An Independent Consultant for Human Performance

He publishes a blog at: http://ThePerformanceImprovementBlog.com.

Evidence indicates that most of the U.S. and other developed countries are starting to emerge from the worst economy since the Great Depression of the 30s. The likelihood that we will return to those conditions again in the near future depends on the financial and operational viability of companies, but also, to a great extent, on how well companies manage their employees. If executives don’t attend to the factors that determine a high performance workforce, their companies will not thrive and survive.

Some researchers estimate that as many as a third of employees will “jump ship” as soon as hiring takes off again. These employees are not content with their current situations and are just waiting for new opportunities to become available. Those who remain, feeling survivor-syndrome stress, will not be fully engaged in their work and will not perform at their best. Having lost much of their talent, with institutional wisdom walking out the door, and with a remaining workforce that lacks motivation, these companies will not be able to compete in their marketplaces. Continue reading