George Bakalis is currently using his creativity to lead teams into translating goals and ideas to operational reality. He has marketing and sales experience yet his focus lies in balancing operation excellence with innovation. George has high regards for team building since he is fully convinced that shared value is just a different version of making profit. Thinking like a business owner he identifies opportunities to grow the business and the brand, whether indirectly or directly related to the core business.
Places lived and travelled
Certificate of Digital Marketing
Executive Program in International Business
Henley Business School
Master’s Degree in Strategic Management
Kingston University / ICBS
Bachelor Degree in Electronics
National Technological Institute
2017 - Present
2010 - 2017
years of managerial experience
different industries' professional background
I am convinced that success is not driven by the resources you control, but by those you can access. In a world of increasing complexity, no person or firm can do it all, so those that can work well with others have a distinct advantage. We need to start thinking in terms of networks rather than nodes.
I emphasize on design which I believe is just as important in how we run an organization as it is in how we develop, promote or sell products. Everywhere you look, design has become a central driver of value rather than an afterthought.
Organizations should base their strategies on what they sense the world is asking from them. I consider an organization as a living entity, with its own energy, sense of direction aiming to offer something in the society . I do not always force a call for action but I am trying to listen to where the organization is naturally called to go.
I take ownership of complexity and strive to drive clarity deep into the organization with an operational narrative , true prioritization , constant communication and clear measure of progress. My goal is ultimately to be a 'thought-leader' and provide not only ideas but inspiration.
In the realm of digital platforms, orchestrators are the pivotal players and therefore stand to gain significantly as platform-based ecosystems increase market share and eat into the profits of traditional companies.Orchestrators often face challenges with scaling the ecosystem, expanding it beyond its initial use case, or simply with monetization and value extraction..
Four Strategies to Orchestrate a Digital Ecosystem
organizational risk management fails as a strategic weapon because it ignores the most pivotal facet of the business landscape: the market. Oriented as it is around compliance and rigid performance goals, a risk management program makes it more difficult to identify the unique opportunities offered by disarray and tumult. companies that use uncertainty to create an edge have shown us that the gains can be broken down into three broad categories.
The Uncertainty Advantage by Karen Avery and Gary Lynch
It's clear why companies are embracing design thinking for customer experience innovation. On top of helping them approach problems from a customer’s perspective, design thinking sets them up to develop more unique and creative solutions to people’s needs. Below are five brands that have turned their design-thinking strategies into tangible returns, proving that it pays to put people’s needs first.