STRATEGIC MANAGEMENT Eron
SEMINAR 3 TASK 2
STATEGIC MANAGEMENT
Company
LOGO
Contents
Summary What Happened to Enron
Explaining Though Views of:
Ethic – Corporate Governance
Culture - Leadership
Analyzing How RIM Tries to Prevent “Sudden Death”
Summary Diagram
End of
2001
2001
2000
1985
g
Big
nu
r
US
0
$10
n iz i
e>
B est ion bill u f rd Q o 3 ss s e lo ion
Th mill
8
$61
e art tcy up nk r
Ba
of e bt n h d llio wit .2 bi
$31
th
7
ve
Re
s
ed t lish ay rke hL tab ma net Es n rgy
Ke
ne by ne as go di n al G tur aha
Tra
a
N
Om on ust h of Ho rnort
Inte
Summary Diagram
End of
2001
2001
2000
1985
g
Big
nu
r
US
0
$10
n iz i
e>
B est ion bill u f rd Q o 3 ss s e lo ion
Th mill
8
$61
e art tcy up nk r
Ba
of e bt n h d llio wit .2 bi
$31
th
7
ve
Re
s
ed t lish ay rke hL tab ma net Es n rgy
Ke
ne by ne as go di n al G tur aha
Tra
a
N
Om on ust h of Ho rnort
Inte
20,000 staff unemployment.
Paid shares for staff instead of money.
With the attractive promises, many people put all their accumulate money away in the company. Misleading people through Arthur audit firm.
Auditors ignored accounting principles.
Destroyed documents related to the case.
Corporate
Governance
Weak business governance. Not able to control financial position.
Enron ignored the benefits of stakeholders. Concealed its true performance through a series of accounting and financing maneuvers, and hype its stock to unsustainable levels.
Enron’s Corporate Culture
According to Sherron Watkins, “Enron’s unspoken message was, ‘Make the numbers, make the numbers, make the numbers—if you steal, if you cheat, just don’t get caught. If you do, beg for a second chance, and you’ll get one.’”
Money laundering, fraud and conspiracy, making false/ misleading statements on financing reports.
Adhering to the values of respect, integrity, communication, and excellence articulated in the
n.ron Code of Ethics.
Company Logo
Leadership
Chairman Kenneth Lay
CEO Jeffrey
STATEGIC MANAGEMENT
Company
LOGO
Contents
Summary What Happened to Enron
Explaining Though Views of:
Ethic – Corporate Governance
Culture - Leadership
Analyzing How RIM Tries to Prevent “Sudden Death”
Summary Diagram
End of
2001
2001
2000
1985
g
Big
nu
r
US
0
$10
n iz i
e>
B est ion bill u f rd Q o 3 ss s e lo ion
Th mill
8
$61
e art tcy up nk r
Ba
of e bt n h d llio wit .2 bi
$31
th
7
ve
Re
s
ed t lish ay rke hL tab ma net Es n rgy
Ke
ne by ne as go di n al G tur aha
Tra
a
N
Om on ust h of Ho rnort
Inte
Summary Diagram
End of
2001
2001
2000
1985
g
Big
nu
r
US
0
$10
n iz i
e>
B est ion bill u f rd Q o 3 ss s e lo ion
Th mill
8
$61
e art tcy up nk r
Ba
of e bt n h d llio wit .2 bi
$31
th
7
ve
Re
s
ed t lish ay rke hL tab ma net Es n rgy
Ke
ne by ne as go di n al G tur aha
Tra
a
N
Om on ust h of Ho rnort
Inte
20,000 staff unemployment.
Paid shares for staff instead of money.
With the attractive promises, many people put all their accumulate money away in the company. Misleading people through Arthur audit firm.
Auditors ignored accounting principles.
Destroyed documents related to the case.
Corporate
Governance
Weak business governance. Not able to control financial position.
Enron ignored the benefits of stakeholders. Concealed its true performance through a series of accounting and financing maneuvers, and hype its stock to unsustainable levels.
Enron’s Corporate Culture
According to Sherron Watkins, “Enron’s unspoken message was, ‘Make the numbers, make the numbers, make the numbers—if you steal, if you cheat, just don’t get caught. If you do, beg for a second chance, and you’ll get one.’”
Money laundering, fraud and conspiracy, making false/ misleading statements on financing reports.
Adhering to the values of respect, integrity, communication, and excellence articulated in the
n.ron Code of Ethics.
Company Logo
Leadership
Chairman Kenneth Lay
CEO Jeffrey