Why the site will or will not be used as part of a professional resources list

It is reasonable to assume the site will not be used in the majority of professional services list.

Reasons to return back to the site

To see if Dr. Wirth ever learns how to talk in terms his prospects can understand and get away from the academician-speak that dominates the site today.

What information was expected to be found and was not there Given the fact that Dr. Wirth has so much experience in a multiple of areas given his resume it would be expected that much more in the way of research would be presented. Even a short analysis of one of the Porter (1979) competitive models would have been useful, yet there are no analytical constructs, no models of competitive dynamics, nothing in the way of thought leadership. The site is lacking in many of these critical areas.

Links from the site that are helpful

The site links are probably the most useful aspects of the site, and yet they are buried within the structure ands have limited applicability to the overall flow of information on the site.

Additional Notes Regarding the Site

Once the entire sit was been viewed it increasingly appears as a vanity site for Dr. Wirth and his many...

The heavy use of a flat site architecture, the increasingly heavy use of just text and no graphics, and the lack of any free downloadable content with the exception of a bibliography and other short written documents make the site not that useful to any executives truly on the lookout for help in the areas the author claims expertise in.
The author includes their scouting history and the achievements in this area since childhood, (http://www.entarga.com/misc/scoutingresume.htm).This is not necessary for a site aimed at driving business process change into an organization.

Line Evaluation

While the concept of the site and the achievement of a PhD are laudable, the fact is this site is lacking in many of the essential elements necessary to make it useful for actually capturing business. The fact is that this site confuses more than it clarifies and needs major reworking if it is going to be effective.

References

Marketing Myopia, 1975

Dr. Theodore Levitt. Marketing Myopia. Harvard Business Review. September - October, 1975.

Porter, 1979 - Harvard Business Review. "How Competitive Forces Shape Strategy" in Harvard Business Review 57, March - April 1979, pages 86-93.

Ross Wirth, 2007 - Resume from link on website