The Enron Collapses

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The Enron Collapse To explain the Enron collapse this primary question must be answered “How did the corporate culture at Enron and Arthur Anderson lead to the collapse of the energy giant and a respected CPA firm?” A secondary question is “How the staff of Enron willingly ignored the conflicts of interest and illegal acts of the firm.” My working thesis is: Managements lacked ethical business standard, did not care about conflicts of interest and created a culture where employees were told to make up for losses at any cost. The area of discussed to support this thesis will cover: How CEO’s Jeff Skilling and Ken Lay (who died in 2006) effectively set up a system for self-enrichment at the expense of employees and ordinary shareholders. Andrew Fastow, deliberate establishment of a partnership structure that allowed him to be Enron’s Chief Financial Officer and simultaneously serving as a general partner of the partnerships. Allowing him, to have effective control of both sides of every transaction and inflated Enron’s profits, without having to report any loses. The marginalization of Sherron Watkins, VP of Corporate Development at Enron (and former Arthur Anderson employee) who raised warnings directly to CEO Ken Lay of highly questionably and illegal accounting and trading practices set up by Jeff Skilling. Arthur Anderson’s culture of maximizing billable hours on audit work and allowing its Anderson Consulting unit to bring in huge profits by working with Enron’s energy unit, lead to a major conflict of interest and played a key role in the massive failure audit watch dog. In the end the actions of the Arthur Anderson partners where as self dealing as the senior management of Enron. Finally, the long term effect of Enron culture self-dealing, self-enrichment and self-preservation at the expense of shareholders and the employees cause years of inaction

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