Management Controls: The Organizational Fraud Triangle of Leadership, Culture and Control in Enron

Almost faster than you can say mark-to-market accounting, management controls disappeared once Jeff Skilling became CEO of Enron. The rest is sad history and a shareholder’s worst nightmare come true. These authors document the subversion of Enron’s management controls and suggest the lessons managers can learn from the worst financial collapse in U.S. corporate history.

Enron unravelled

This is an edited version of a new case study written primarily for classroom discussion. In this shortened form, supplemented by a commentary on the corporate governance implications by Matthew Allen, it provides insights for EBF readers into – among other things – financial engineering as a means of supporting the share price, the reporting of financial exposure, and the need for independent audit oversight … [ Read more ]