"Enron's former President and Chief Executive Officer (CEO) Jeffry Skilling actively cultivated aculture that would push limits - "Do it right, do it now and do it better" was his motto. He encouraged employees to be independent, innovative and aggressive. The Harvard Business Review Case Study: Enron's Transformation (Bartlett and Glinska, 2001) contains employee quotations such as ". . . you were expected to perform to a standard that was continually being raised . . .", "the only thing that mattered was adding value", or "... it was all about an atmosphere of deliberately breaking the rules . . ." (Bartlett and Glinska, 2001).

"One former executive of Enron has described Jeffrey Skilling as a leader driven by the almighty dollar. ".. . Skilling would say all that matters is money. You buy loyalty with money" (Zellner, 2002). Enron executives' attention was clearly focused on profits, power, greed and influence. Consistently clear signals told employees what was important to leadership - "Profits at all costs" (Tracinski, 2002). Or with another quote from a former Enron employee: ".. . there were no rules for people, even in our personal lives. Everything was about the company and everything was supposed to be on the edgesex, money, all of it . . ." (Broughton, 2002)

Excerpt taken from 'Enron Ethics, Ronald R. Sims Johannes Brinkmann, Journal of Business Ethics,Vol 45, Pages 243- 256 (2003)