Professor Daniel Diermeier is the principal of Diermeier Consulting, a PR consultancy company. He is also the Managing Director of Diermeier Consulting Associates LLC, based in Newport Beach, California, which specializes in crisis leadership, reputation management, stakeholder management, regulatory and political strategy. 
"Diermeier is the IBM Distinguished Professor of Regulation and Competitive Practice and a Professor of Managerial Economics and Decision Sciences at the Kellogg Graduate School of Management and of Political Science at the Weinberg College of Arts and Sciences (by courtesy). He served as the acting director of Kellogg's Ford Motor Company Center for Global Citizenship and is the founding director of the Center for Business, Government, and Society at Kellogg and as the founding co-director of the Northwestern Institute on Complex Systems (NICO)," his biographical note states. 
"His teaching focuses on the interaction of business and politics, crisis management, the anticipation and management of political risk, and strategic aspects of corporate social responsibility. He has lectured and consulted globally on media and issue management, activists and consumer boycotts, political strategy and regulatory management," his biographical note states. 
Prior to moving to the Kellogg Graduate School of Management in 1997 Diermeier was an assistant professor of political economy at Stanford University's Graduate School of Business for three years.
In December 2004 Diermeier "was appointed to the Advisory Board to the Director of the FBI." 
Diermeier on Shell and Brent Spar
One of the business case studies researched by Diermeier was the successful opposition by Greenpeace to proposal by Shell Oil to dump the disused oil drilling platform the Brent Spar in the North Sea. 
In Diermeier's analysis, according to a report in a Stanford newspaper, Shell did not act quickly to establish its case that sinking the rig at sea did not pose a great ecological danger. "Activists can identify issues that the public cares about. Because of this, it can be in the interests of industry to consult environmentalists to see in advance what public reaction might be. In some cases, activists understand the political global aspects of a business better than business itself does," he said. 
- David P. Baron and Daniel Diermeier, "Draft Strategic Activism and Non-Market Strategy", undated, accessed July 2005.
- Daniel Diermeier. and. Roger B. Myerson, "Lobbying and Incentives for Legislative Organizations", Graduate School of Business, Stanford University, May 1996.
- Daniel Diermeier, "Shell, Greenpeace, and Brent Spar", Harvard Business Online, September 1, 1996. 8 pages. (Purchase only for $6.50)
- Cathy Castillo, "Nation should foster 'creative destruction' of firms, Business School's Romer tells audience", Stanford Online Report, April 9, 1997.
- Daniel Diermeier, "In the Wake of 'Memogate', Branding Is Now Critical", CareerJournal.com, September 29, 2004.
- Regulatory Affairs Professionals Society, "Insight/Foresight Series: Non-Market Forces in Business Audio Conference with Daniel Diermeier, PhD" August 30, 2005.
- Daniel Diermeier, "Innovating Under Pressure -- Towards A Science of Crisis Management" With Wallace Hopp and Seyed Iravani. 2006. Adam B. Jaffe, Josh B. Lerner and Scott Stern, eds. Innovation Policy and Economy. (7) 2007 MIT Press. (PDF)
- Daniel Diermeier and David Baron, "Strategic Activism and Non-market Strategy", Journal of Economic Management and Strategy (forthcoming), With 2006.
- Daniel Diermeier, "From Minimizing Liability to Maximizing Opportunity – Crisis Management with Applications to the Natural Resource Industries", Rocky Mountain Mineral Law Review, Forthcoming.
- Daniel Diermeier, "CBS and Memogate", Wall Street Journal, September 28, 2004, page B2.