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Harlan Loeb

Global Chair, Crisis & Risk Practice

Harlan Loeb

Harlan is a recognized expert in crisis and reputational risk management. With extensive experience in global crisis preparedness, he has developed a reputational risk decisional model for corporate officers.

Harlan has worked across all industry sectors representing clients including: Enron, Hangzhou Zhongce Rubber Co., Chevron, Gilead Sciences, Harley-Davidson, Juniper, Notre Dame, Waste Management, CME Group, Mitsubishi Corporation, Dow Chemical Company, HSBC, Kraft, Grosvenor, GE Healthcare and SC Johnson.

Before joining Edelman, Harlan was a founding principal of Financial Dynamics’ Chicago office and a member of its U.S. Board of Directors. Licensed to the Bar in Illinois and Wisconsin, he practiced law with Godfrey & Kahn and then as Regional Counsel for the ADL. Harlan is also a professor of Crisis Litigation & the Court of Public Opinion at Northwestern University Law School and a lecturer and Ford Scholar at the Kellogg School of Management.

To contact Harlan:

harlan.loeb@edelman.com

+1-312-240-2624

All posts by Harlan Loeb

John F Kennedy

Posted on in Global Practices

JFK: 50 Years Later

As we confront a crisis of leadership today both in business and government, this half-century anniversary of JFK’s death should be a time to reflect and to renew a commitment to seek out common purpose and collective destiny.

human brain

Posted on in Edelman Engage

Experiential Intelligence

In this era of Big Data, with apps that create short cuts for rigor and algorithmic risk modeling that fools even mathematicians, we possess a thinkers’ paradox.

sold

Posted on in Global Practices

Mortgaged Trust

The glaring double entendre that attaches to Edelman’s latest gauge of trust in institutions should not be lost on anyone

sold

Posted on in Global Practices

Mortgaged Trust

The glaring double entendre that attaches to Edelman’s latest gauge of trust in institutions should not be lost on anyone

Decisions

Posted on in Global Practices

Situational Ethics is the Root of Most Crises

Over 40 years ago, I vividly remember my father using the term of art “situational ethics” to describe my behavior in third grade as I manipulated a classmate by offering him as a sacrifice during a weekly oral quiz.

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