Sustained superior financial performance is a function of industry attractiveness
and firm strategy. Industry attractiveness results from industry structure and dynamics.

Firm strategy stems from leadership, values, vision, competitive positioning, and
development of capabilities. Why was there a dramatic breakdown for Enron in 2001?

What elements of Enron’s strategy led to its downfall? Is “to be the world’s
leading company” a sufficient corporate vision and identity? What values are necessary to guide a firm through episodes of high innovation and transformation? How can corporate leaders induce the ethical behaviors that implement values? Finally, what qualities of leadership are vital in creating sustainable corporate change and managing continuing innovation? How is it possible to empower ingenuity and achieve a high level of performance without incurring a high risk of failure?

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Enron's Use of Optionality

Enron's Two Transformation Strategies

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Enron's Expanded Vision Under CEO Jeffrey Skilling

October 2001: Concerns over Enron Partnerships

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Chairman Kenneth Lay's Analysis of What Happened to Enron

Analysts on Early Warning Signs of Enron's Collapse

Case Analysis Guide (PDF)

Darden Case Collection
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