Special Purpose Entity Enron had high levels of debt. To attract new investors‚ Enron needed to find a way to hide those debts. Andrew Fastow‚ CFO of Enron‚ turned to Special Purpose Entity (SPE). Several legal entities such as LJM and raptors were created and the poorly performing stocks were transferred to these entities. Then‚ the SPE were used to borrow large sum of money from investors with Enron’s overpriced stock as collateral. These SPEs were not reported on the financial statements. In
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some research on the Internet about what has happened with Enron. Now apply the three questions used to test the merits of a winning strategy (text p13) to Enron. Describe the strategic management failure in Enron that led it into its demise? Enron was formed in 1986 from the merger of natural gas pipeline companies Houston Natural Gas and Internorth. At the time of filing for Chapter 11 Bankruptcy protection in December 2001‚ Enron had a portfolio of diversified activities ranging from the transportation
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learn from Enron? Introduction Enron Corporation was one of the world ’s leading energy companies based in Texas‚ USA. Before filing for bankruptcy in the year 2001‚ Enron employed more than 20‚000 people. Its revenue in the year 2000 was more than $100 billion. It was named as "America ’s most innovative companies for six consecutive years by Fortune. Unethical and illegal business practices at Enron led to the creation of Sarbanes - Oxley Act of 2002. What led to the fall of Enron? Enron
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internal controls over their financial reporting process as a result of the discovery of large financial frauds. To increase public confidence in capital markets‚ management responsibilities are extended and they are codified in Sections 302 and 404 of SOX. In Section 302‚ it requires that corporate management‚ including the CEO‚ certify their organization’s internal controls on a quarterly and annual basis. It also provides procedures to identify any material modifications in controls that may impact
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Introduction The WorldCom fraud that came to light in 2002 was an example of many things that went wrong within the organization. Unethical conduct by its senior leadership beginning with Chief Executive Officer (CEO) Bernard Ebbers was certainly at the forefront of these problems. The question is should a CEO like Ebbers have been sentenced to prison for his liability in the WorldCom scandal? My answer is yes‚ he should’ve gone to prison as well as other CEOs who engage in
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Enron was a company that fully intended to dominate the world market but instead magnificently crashed and burned as the largest corporate failure in global history. What is seldom acknowledged is that Enron had a comprehensive‚ state-of-the-art and award winning management control and governance system in place. The failure of Enron provides a blueprint of how insufficient attention to changes in leadership and culture can undermine such a state-of-the art management control system (Free‚ Stein
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The Leadership of Kenneth Lay 5 Contributing Factors for Enron’s Debacle 7 Power Abuse 7 Fraudulent Accounting Practices 7 Employees and Board members 8 Investors Grief 9 Auditors and external regulatory agency 9 Conclusion 9 The debacle of Enron‚ led not only the company to bankruptcy but also its employees and shareholders. Unethical leadership and vested interests played a significant role in its imminent failure. Very few had the courage to challenge authority and leave when faced with
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ACC 599 Week 3 Assignment 1 – Impact of the Sarbanes-Oxley Act (SOX) – Buy Here http://www.homeworkfiles.com/product/acc-599-week-3-assignment-1-impact-of-the-sarbanes-oxley-act-sox-strayer-new/ Visit www.homeworkfiles.com For More Help Product Description ACC 599 Week 3 Assignment 1 – Impact of the Sarbanes-Oxley Act (SOX) – Strayer New Assume that you are a CEO of a medium-sized company that needs a significant influx of cash for several expansion projects. As the CEO‚ you must determine whether
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Ten Things You Can Do to Avoid Being the Next Enron May 29‚ 2009 Document Ten things your company can do to avoid being the next Enron: 1. Examine your ethical climate and put safeguards in place. Corporations are composed of cultures. Take a good close look at your culture. What are the norms of behavior? What is valued? Are employees rewarded for succeeding at any cost or are they urged to be shepherds of the corporation’s reputation as well as its assets? What pressures do they face to commit
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“Describe how Enron could have been structured differently to avoid such activities” Enron consisted of a Board of Directors‚ Chief Executive Officer (CEO)‚ Chief Operating Officer (COO)‚ Chief Financial Officer (CFO)‚ Chief Accounting Officer (CAO) and a plethora of other officers. The upper level structure of Enron was normal compared to many other large businesses. The Board of Directors is charged with making policies for the company and the CEO and other officers are responsible for carrying
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