Business School Case Study Enron

Business School Case Study Enron-77
No longer seen as a business visionary, Enron’s CEO now seemed to be nothing more than a con man.

No longer seen as a business visionary, Enron’s CEO now seemed to be nothing more than a con man.

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With Enron, the financialization of the American economy seemed to have reached its pinnacle.

Ironically, Skilling’s early success with adopting banking practices also contained the seeds of Enron’s eventual ruin.

Offering legal perspective will be Dana Gold, director of the American Whistleblower Tour: Essential Voices for Accountability, a program of the Government Accountability Project (GAP).

This lecture is presented by the Brandeis Journalism Program and the International Business School, and cosponsored by the American Studies Program, the Office of the Dean of Arts and Sciences, and the Schuster Institute for Investigative Journalism at Brandeis University.

The details of the company’s 2001 collapse, involving a massive accounting fraud, were so outlandish that Skilling’s prison term seemed as if justice had been served.

Business School Case Study Enron

After all, many Enron employees lost their retirements when the company went under.

The problems with Enron, though, are bigger than the few people who went to jail as a result.

The company’s collapse was ultimately enabled by a number of business trends that developed during the late twentieth century and which are still with us today.

As part of his work for the Texas energy company Skilling created a new business model for the natural gas pipeline company through the creative application of financial derivatives.

At the time, the gas industry was in desperate need of a new approach to business.


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