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Arthur Andersen LLP Introduction and Overview It is difficult to find an example of a more spectacular business failure than the col lapse of Arthur Andersen in 2002. Within a few years, Andersen moved from one of the largest professional service organizations in the world to extinction. The impact of the firm's failure on its employees, customers, investors, and the general public is hard to overstate. Its once proud reputation had been reduced to shambles. Even the President of the United States joked: We just received a message from The Saddam Hussein. good news is that he's willing to have his nuclear, biological, and chemical weapons counted. The bad news wants Arthur Andersen to do it The dramatic demise of Andersen (along with the failures of companies such as Enron and Global Crossing) has raised concerns among managers throughout the world. They want to understand what caused the collapse of the company so that they can take actions to avoid similar fates Over the years, Andersen's business environment and strategy changed in material ways. Their management responded by making associated changes in their organiza tional architecture (decision right, performance evaluation, and reward systems) Chapters 11-17 of this book have argued that ill designed organizational architectures can result in poor performance and even company failure. An important question is whether Andersen's failure can be traced to inappropriate organizational choices. An even more critical question is whether other managers can learn from Andersen's mistakes. We believe that the answer to both questions is yes Our case study begins by summarizing the history and events that led to the col- lapse at Arthur Andersen. This discussion is followed by a series of questions that ask the reader to analyze the demise of Andersen in the context of the framework in troduced in this book. Our purpose is not to present all the relevant analysis our- selves. Rather it is to provide readers with the opportunity for an integrated analysis and capstone discussion of an important business problem that relies on material drawn from across Chapters 11-17 of this book. It also provides a forum for