C/M/312. Crisis Management at Marks and Spencer

This paper assesses the organizational crisis experienced at Marks and Spencer (M&S) around 1998. In particular, it examines the processes that incubated this organizational crisis, which included a failure to innovate, leadership frailties and a weak corporate governance system, as well as suggesting potential intervention strategies. The paper also highlights the phase of crisis where M&S faces its greatest challenge and provides justification for this assessment.