1. In 1998, MBAs from leading schools including Harvard turned down offers from outstanding firms such as McKinsey, Parthenon, and Goldman Sachs to join Enron. What made Enron so appealing?
2. How sound was the business model developed by Skilling and Lay for gas and for other products?
3. What explains the many strategic misadventures by Enron domestically and internationally?
4. How did the internal systems and processes support or inhibit Enron's strategy?