In the CEO Afterlife

JUNE 8, 2016

Years later, it took on bigger players by introducing new innovative packaging to the market, and subsequently carving out a double-digit share when few thought it could be done. competitors are entering the market. Within two years, the brand went from a small share to 25% of the Canadian market,” notes Bell.

Brand 100

Brand Brand Management Advertising Management 100

Strategy Driven

MARCH 11, 2011

The Enron scandals of 2001 and 2002 focused only upon cooked books audit committees and deal making. ’ It fostered a false sense of security for employees, paying higher salaries than the marketplace, thus keeping employees dependent upon the system via golden handcuffs. Executives never stayed long.

Strategic Planning 58

Strategic Planning Committee Golden Handcuff Media 58

Harvard Business Review

JULY 11, 2013

In December, 2001, just prior to filing for bankruptcy, Enron Corporation had approximately $2 billion in cash and no debt coming due. In a keynote speech , he said Enron went bankrupt because of "decisions" made in October 2001. Enron owned the largest natural gas pipeline system in the U.S., Ethics Failure Finance'

Price 8

Price Credit Rating Finance Chief Financial Officer 8

Harvard Business Review

SEPTEMBER 27, 2011

This blog post is part of the HBR Online Forum The CEO's Role in Fixing the System. Lafley has noted, the best time to gain market share is when your competitors are in retreat. When I asked why the company had done something that caused so much damage, the reply was that it was expected by Wall Street and his CEO peers.

CEO 13

CEO Benchmarking Long-term Banking 13

Harvard Business Review

JUNE 13, 2012

The company's performance measurement and incentive systems, and the degree to which risk management is considered, will also have a profound impact on employee behavior. Jeff Skilling, as a condition of his employment at Enron, insisted the company adopt mark-to-market accounting. That meant Enron was able to report $3.3

Management 12

Management Banking Committee Risk Management 12

Harvard Business Review

DECEMBER 8, 2010

Right now, yesterday's organizations — from corporations to Congress — have a gaping, yawning disclosure gap: the how, what, why, how and when of disclosure simply isn't good enough for markets and communities to be able to allocate and utilize resources productively or efficiently.

GDP 15

GDP Hypercompetition IPO Information 15