I shared a framework we discussed in a crisis management class three weeks ago – a few days after the Volkswagen emissions debacle came out in the press. I thought it was time for Part II.
I recently woke up to the following paragraph as part of my “Economist Espresso:”
“Volkswagen’s boss in America offered a congressional hearing a “sincere apology” for the company’s use of “defeat devices” which helped diesel engines cheat in emissions tests. Stressing that he was not an engineer, Michael Horn blamed “a couple of software engineers” for the modification, of which he said he had no prior knowledge. German prosecutors searched the carmaker’s headquarters.”