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Reading the Business Ethics Radar: Lessons from Shell

In: Understanding How Issues in Business Ethics Develop

Author

Listed:
  • Mark Moody-Stuart

Abstract

I was given the title of ‘Reading the business ethics radar.’ It’s not exactly the title I would have chosen, but basically it is talking about the impact of events, how you respond to events and how you try to identify events before they become ‘events’. In 1995 Shell was involved in major changes of our structure — we were changing what had been a manifestly successful organisational system which was essentially based on country and regional organisations, to a business-based organisation. And this is because the previous system was simply becoming ineffective and we recognised that. Almost everyone internally recognised it. There was unanimity on that; there was not unanimity on what we should do about it. Doing something about it was a hugely complex process and at the beginning of that great organisational change we were hit by two major events — one was Brent Spar and the other was Nigeria, and in particular the execution of Ken Saro-Wiwa.

Suggested Citation

  • Mark Moody-Stuart, 2002. "Reading the Business Ethics Radar: Lessons from Shell," Palgrave Macmillan Books, in: Ian W. Jones & Michael G. Pollitt (ed.), Understanding How Issues in Business Ethics Develop, chapter 8, pages 157-168, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-51103-3_8
    DOI: 10.1057/9780230511033_8
    as

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