Daniel Diermeier

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Professor Daniel Diermeier is the principal of Diermeier Consulting, a PR consultancy company. He is also the Managing Director of Diermeier Consulting Associates LLC, based in Newport Beach, California, which specializes in crisis leadership, reputation management, stakeholder management, regulatory and political strategy. [1]

"Diermeier is the IBM Distinguished Professor of Regulation and Competitive Practice and a Professor of Managerial Economics and Decision Sciences at the Kellogg Graduate School of Management and of Political Science at the Weinberg College of Arts and Sciences (by courtesy). He served as the acting director of Kellogg's Ford Motor Company Center for Global Citizenship and is the founding director of the Center for Business, Government, and Society at Kellogg and as the founding co-director of the Northwestern Institute on Complex Systems (NICO)," his biographical note states. [2]

"His teaching focuses on the interaction of business and politics, crisis management, the anticipation and management of political risk, and strategic aspects of corporate social responsibility. He has lectured and consulted globally on media and issue management, activists and consumer boycotts, political strategy and regulatory management," his biographical note states. [3]

Prior to moving to the Kellogg Graduate School of Management in 1997 Diermeier was an assistant professor of political economy at Stanford University's Graduate School of Business for three years.

Via his consultancy company some of his clients have included Abbott Laboratories, BP, the Federal Bureau of Investigation, Johnson & Johnson and Shell.

In December 2004 Diermeier "was appointed to the Advisory Board to the Director of the FBI." [4]

Diermeier on Shell and Brent Spar

One of the business case studies researched by Diermeier was the successful opposition by Greenpeace to proposal by Shell Oil to dump the disused oil drilling platform the Brent Spar in the North Sea. [5]

In Diermeier's analysis, according to a report in a Stanford newspaper, Shell did not act quickly to establish its case that sinking the rig at sea did not pose a great ecological danger. "Activists can identify issues that the public cares about. Because of this, it can be in the interests of industry to consult environmentalists to see in advance what public reaction might be. In some cases, activists understand the political global aspects of a business better than business itself does," he said. [6]


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