Were Enron's accounting gyrations the cause or an effect of what happened? How did things get so out-of-control?
The finger of blame is usually pointed at Enron's off-balance sheet machinations or their accountant's conflicts of interest. But aren't these symptoms of something larger? Are they really what brought Enron down?
What was the "disease" that made so many people at Enron act so badly? Why didn't someone yell, before it was too late, "We've got to change and start doing the right thing!"
Did the problem at Enron also start with the letter "E?" Did their values and culture put ethical considerations in second place after financial gains? How was that allowed to happen?
Did it start first with everyone "looking the other way" when someone "fudged" their expense account instead of saying, "That's not right." How was it allowed to fester unchecked for so long and to get so bad?
We're going to spend some time trying to figure out what's the "right thing" for you and your organization. One safe bet is you and your organization won't always agree on what's "right" for every "thing."
To get started, here are my lecture notes and PowerPoint slides:
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