There is an alternative to militaristic approaches to competition in business. It is to create cooperative climates within the company and to choose external competitors carefully. Cooperation in achieving negotiated agreements becomes a competitive advantage. Werner Ketelhöhn cites the...

Werner Ketelhöhn presents a 'Thinkout' approach to strategic management which results in empowered management teams, able to exploit new market opportunities. Thinkouts involve management teams breaking away from everyday operations to think through the company's strategic challenges under the...

The authors insist that turnaround management should not be 'Rambo management', that is, drastic, simple solutions first -- long-term thinking later. On the contrary, a short- and long-term vision of the future for the company is essential from the start. When this vision is complete, an action...

Effective management does not depend just on smart thinking or understanding of secret competitive formulas. Outstanding corporations are created by consistently out-managing the competition with a chosen strategic posture. Werner Ketelhöhn explains that continous improvement and continous...

Werner Ketelhöhn argues that the concept of 'key success factors' (KSFs) is a key strategic one, and should not be confused with the many fashionable buzzwords in management that come and go. Understanding and developing KSFs enables a company to enter an industry successfully, differentiate...

After seven years as CEO of Benetton, Aldo Palmeri left the Company, having transformed the organisation from a successful local Italian apparel retailer into an international distributor and retailer with powerful brands. Following an absence of two-and-a-half years, Palmeri accepted an...

As CEO of Benetton from 1983 to 1990, Aldo Palmeri transformed a successful Italian apparel retailer into an international player with a legendary growth record. Building on Benetton's distinctive partnership network with self-employed agents, Palmeri set about reorganising the company,...