The work

Two kinds of engagement.

Organization & business model design

Governance and business models that survive AI disruption, rapid growth and market complexity.

Strategy & foresight

Systems thinking and strategic foresight on climate, AI and shifting markets, turned into long-term plans.

Selected work

Ecolabel Decision Support System

Funded research, 2012 to 2015

More than 450 ecolabels exist. Companies pick one on instinct, then fail its requirements or buy a label their market does not recognize.

A five-step online system: filter the field to the labels that fit the company's products and strategy, score the survivors on 56 characteristics weighted by that company's priorities, then assess compliance and return the actions that close the gap. Built on the Viable System Model.

A three-year, EUR 140,000 project delivered as a working tool, tested with 8 companies and 9 products across tourism, agriculture and construction.

Worked example: a hotel's services

The hotel already met only 57% of Green Seal's requirements. The three labels it met almost in full, 96 to 97%, were worth least to it.

One hotel's services, from the project's System A and B report, June 2014. Compliance is the share of each label's requirements the hotel already met: Green Seal 56.9%, Green Key 95.5%, BIO Hotels 95.7%, Carbon Reduction Label 97%. Horizontal position is the report's value order, not a score: Green Seal ranked highest, and the other three scored 16 to 24% on market impact. Only labels with a published compliance figure are shown.

Apigea

Agro-bio cluster, Greece, 2017 to 2018

A new cluster was to bring farmers, academia, research institutes, businesses and NGOs together around organic bee and medicinal plant products. The ambition was clear, the structure was not.

We mapped the idea onto a Flourishing Business Canvas, then used the Viable System Model to find the processes that deliver the purpose and nest them, rather than flattening everything onto one board.

Three value streams, each with a case for its own autonomy. The founder's vague coordinating role became an explicit choice: a cooperative the members run, or a cluster the founder governs.

One board, or three nested areas

Three areas, nested inside the holding. Each has a case for its own autonomy, and the holding coordinates between them.

Final project report, February 2018, and Panagiotakopoulos, Weisfeld, Upward and Pinnel, Sustainable Business Modelling. Area names as in the report; member dots are illustrative.

Also worked with

Business model and organizational design: BMO, Vivenda, MEDASSET, Apigea, Nisa Homes, Wuxly
Strategy: Grivalia Properties, PoliSpark

Executive AI coaching and the rest of the practice

Organization design, business models and strategy.