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Kippenberger, T - In: The Antidote 1 (1996) 1, pp. 10-11

Chronicles the above‐named model, which was invented by two consultants in 1991 and updated in 1995. Uses a figure to show exactly what and how the performance pyramid is, and the way it works. Shows the three levels (top, upper management; middle layer, middle management; and lower management...

Persistent link: https://www.econbiz.de/10015017984

Planning ahead in more turbulent times

Kippenberger, T - In: The Antidote 3 (1998) 6, pp. 17-17

: decisions regarding strategy, policy, programmes and standard operating procedures. Suggests strategic decisions are different …

Persistent link: https://www.econbiz.de/10015018096

What's going on around the world?

Kippenberger, T - In: The Antidote 4 (1999) 2, pp. 42-44

Looks at research by the Gartner Group about the year 2000 problem based on 15,000 companies in 87 countries, and stating the largest impact the Y2K problem would have outside the U SA was on the global economy. Employs 6 Figures to aid in explanation of the points discussed. Confirms the widely...

Persistent link: https://www.econbiz.de/10015018162

A perceptive and persistent pioneer

Kippenberger, T - In: The Antidote 4 (1999) 4, pp. 9-10

Discusses Pierre Wack, the Frenchman credited, along with Ted Newland, as the developer of scenario planning at Royal …

Persistent link: https://www.econbiz.de/10015018190

Creating the future

Kippenberger, T - In: The Antidote 4 (1999) 4, pp. 14-16

Looks at an approach to scenario planning characterized by its future‐oriented attitude, and attributed to Michel Godet … — a French strategy specialist. Uses a Figure depicting Godet's scenario method for added emphasis. Depicts Godet …

Persistent link: https://www.econbiz.de/10015018192

Do you have the right distinctive capabilities?

Kippenberger, T - In: The Antidote 2 (1997) 1, pp. 15-16

Argues that to match the right distinctive capabilities to the challenges of the business environment is the difference between corporate success and failure. Investigates John Kay, ex‐chairman of consultants London Economics (still a partner), visiting professor of economics at London...

Persistent link: https://www.econbiz.de/10015017925

Business unit strategy and acquisitions

Kippenberger, T - In: The Antidote 3 (1998) 2, pp. 12-14

planning and due diligence. Accepts that acquisitions frequently destroy more value than they create. Recommends linking the … underlying strategy, with the anticipated source of value, using figures to emphasize key points. Concludes this is a useful … overview of acquisitions in the business strategy unit. …

Persistent link: https://www.econbiz.de/10015017973

When polygamy is better than monogamy (strategic alliances)

Kippenberger, T - In: The Antidote 2 (1997) 4, pp. 26-29

strategy. …

Persistent link: https://www.econbiz.de/10015018023

‘The alchemist, in search of the philosopher's stone, discovers phosphorus…’

Kippenberger, T - In: The Antidote 3 (1998) 6, pp. 4-5

’. Goes on to discuss strategy in depth and how it came about in, roughly, 1958. Makes graphic use of a timeline (from 1945 to … the 1990s), to add to explanations. Describes strategy as, perhaps, the philosopher's stone of management. Picks out some …

Persistent link: https://www.econbiz.de/10015018092

Administrating the status quo

Kippenberger, T - In: The Antidote 3 (1998) 6, pp. 15-15

Provides an important perspective on the subject of strategy. Posits that not many top managers would wish to be …

Persistent link: https://www.econbiz.de/10015018094