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1、bri75829_ch01.qxd8/13/087:02PMPage2IntroductionCHAPTER1CHAPTEROUTLINEManagerialEconomicsandOrganizationalArchitectureOrganizationalArchitectureEconomicAnalysisEconomicDarwinismSurvivaloftheFittestEconomicDarwinismandBenchmarkingPurposeoftheBookOurApproachtoOrganizationsOverviewoftheBooknron
2、Corporationwascreatedin1985bythemergeroftwogaspipelinecom-panies.ConvincedthatimpendingderegulationoftheenergybusinesswouldEcreateopportunitiesfor?rmswiththevisiontorecognizeandthewillingnesstoexploitthem,Enronmovedaggressivelytobuildandimplementaninnova-tivebusinessmodel.Itwasapioneerinthe
3、tradingofderivativesecuritiestiedtoassetslikenaturalgas,electricity,andcoal.Initstransformationfromatraditional,capital-intensivegaspipelinecompany,itestablishedadramaticallysmallerrelianceonhardas-sets,a?attermanagementstructure,andanentrepreneurial,risk-takingenvironment—onethatwasquiteop
4、entocreativeandunconventionalproductsandpractices.Itgarneredtremendousrecognitionfortheseaccomplishments;forsixyearsinarow,itwasnamed“MostInnovative”amongFortune’sMostAdmiredCompanieslist.By2000,Enronoperatedinseveraldifferentbusinesssegments:transportationanddistribution,supplyinggasandele
5、ctrictransmissionservices;wholesaleservices,provid-ingenergyservicesandotherproductstoenergysuppliersandother?rms;retailservices,offeringbusinesscustomersenergyproductsandservices;broadbandservices,providingvariousserviceproviderswithaccesstoa?ber-opticcablenetwork;andotherbusinesses,includ
6、ingwaterresourcesandwindenergy.In1990,80percentofEnron’srevenuescamefromitsregulatedgaspipelinebusiness,butby2000,over90percentofrevenuescamefromitswholesaleenergyoperationsandservicessegment.Enron’smanagementarguedthatverticallyintegratedgiantslikeExxonMobile,whosebalancesheetwasawashwitho
7、ilreserves,gasstations,re?neries,andotherhardassets,weredinosaurs.“Inbri75829_ch01.qxd8/13/087:02PMPage3Chapter1Introduction3theolddays,peopleworkedfortheassets,”saidCEOJeffreySkilling.“We’veturneditaround—whatwe’vesaidistheassetsworkforthepeople.”To?nan
