Pariahs: Hubris, Reputation and Organisational Crises

In the last few years repeated scandals have rocked their worlds of many industries. Matt Nixon has had a privileged insider seat in several of the organisations which came to suffer major crises, crises which inspired deep emotional responses. The organisations involved often became so disliked that they were treated by some as Pariahs, to be publicly despised and berated.

But Nixons analyses, which included assessment of the strategic challenges at board level, the practical workings of complex global organisations, the decision-making and personalities of senior executives, the political and policy issues of national and international governance and oversight, and the views of NGOs and protest groups opposed to the status quo, led him to conclude that the picture of widespread criminality, immorality and incompetence often painted in the public narrative was at odds with the day-to-day reality of life in these businesses. 

Pariahs: Hubris, reputation and organisational crises explores why some organisations seem to become Pariahs and lose their trusted reputations and analyses how we can stop organisations becoming Pariahs and what leaders and those who govern or regulate at-risk organisations can do to lower the risks of such stigmatisation.