Crisis? Oh, that crisis! Shell and Wendy's discover the dangers of too little action too late

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

In 2001, influential British periodical Management Today announced that Shell Transport and Trading was Britain's “most admired” company following a consultative survey of 240 chief executives. The praise for Shell and its new chairman Philip Watts was glowing and unqualified. In 2004, following an announcement that Shell's “proven” oil and gas reserves would need to be reduced by 20 percent, the company was hit in quick succession by the following blows: in the UK the Securities and Exchange Commission launched an investigation; calls were made for Watts to resign, together with Walter van de Vijver, CEO of Shell Exploration and Production; and the US Department of Justice launched its own criminal investigation.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2007), "Crisis? Oh, that crisis! Shell and Wendy's discover the dangers of too little action too late", Strategic Direction, Vol. 23 No. 4, pp. 6-9. https://doi.org/10.1108/02580540710736417