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Crisis Planning at Livestrong Foundation
1.Could an organization even plan for this type of situation? If yes, how? If not, why
not?
2. How would goals be useful in this type of situation? What types of goals might be
necessary?
3. What types of plans will be useful to Livestrong? Explain why you think these
plans would be important.
4.What Lessons about planning can managers learn from what Livestrong has
endured?
1.Could an organization even plan for this type of situation? If yes, how? If not, why
not?
Yes. I realize that the average company may be taken by surprise by a scandal of this
magnitude if it was unforeseen, but in the case of the Livestrong Foundation, founder
Lance Armstrong’s doping scandal was well known. A major conflict the foundation faced
was, how long and to what extent, do they continue to support their founder’s
self-proclaimed innocence. Even though many of the foundation employees wanted to
believe the rumors were not true and that Lance was being falsely accused. There was
enough doubt that Doug Ulman, CEO and president of the Livestrong Foundation, until
2014, stated that “he anticipated for months that this day would come." (Robbins &
Coulter, 2016). While developing short and long term plans the foundation management
should have focused on the environment uncertainty of their founder or at the very least
developed what-if scenarios. “Planning reduces uncertainty by forcing managers to look
ahead, anticipate change, consider the impact of change, and develop appropriate
responses," (Robbins & Coulter, 2016) certainly something the Livestrong Foundation had
