Summary of the article This article is about the turnaround that has been experienced in Chrysler Automaker as a result of the innovative leadership approach by its CEO Sergio Marchionne. The innovative manager who also doubles up as the CEO of FIAT has effectively instituted measures that have ensured that Chrysler’s fortune in the competitive car market industry is rekindled after a period of bankruptcy. This article, therefore, presents Marchionne’s leadership style and illustrates how this has turned around Chrysler to the path of competitiveness and profitability. Through the adoption of a centralized system of management, Marchionne has effectively managed to leave the door open to his subordinates and make the swift decision that underlines speed (Taylor, 2006). In a competitive industry such as the car industry, speed is an important ingredient that defines the capacity to smoke away from the competition. The transformational approach to leadership that this article presents as his style enables close interaction between himself and his top 25 executives at Chrysler. This has leveled the platform for fast decision-making processes in a manner that encourages innovation and growth. The results of these initiatives have been demonstrated in Chrysler’s ability to remain competitive and ward off competition from traditional competitors such as Honda (Verbeke, Bagozzi, & Farris, 2006). Alex Taylor, in this powerful article, the Speed Merchant has therefore presented a very powerful analysis of the successful leadership style that drives Chrysler. Competitive Advantage Most companies in the world of capitalism always want more (Gulati & Jason, 2000). They want more profit, more shareholder value, and more market share, among others and Chrysler has not been left out in this bracket. The realizations of these objectives have been attained through the successful initiation, development, and management of brands in most instances. Indeed, the effective development and management of brands has become a major priority for all organizations of all sizes in the different industries and markets and more significantly the car industry. Several definitions of competitive advantage have been presented in the literature, but the most appropriate one in the context of this paper is the analysis of Chrysler one presented by Grant (2003) who asserts that “when two or more firms compete within the same market, one firm posses a competitive advantage over the rivals when it earns (or has the potential to earn) a persistently higher rate of profit.” In essence, this means that a firm that outperforms the others in the primary goal of performance-profitability has a competitive advantage (Lawson, 2001). A reference back to the branding generic model of firms can be made, where the question of whether firms are branding strategies is cost-driven or value-added arises. In the analysis of the article by Alex Taylor, Chrysler has achieved high levels of competitive advantage against other automakers because of the innovative leadership approach injected into the company by its CEO and the powerful presence of Chrysler Brand. Goals Two goals have been presented in this article. One important go