Based on the case studies presented online, I recognized that there were several dubious accounting schemes that Enron used. While I found that there are a lot of issues to expound on, the main issue is how fraudulent their company was especially having misrepresented their public financial reports. In our company, we rely on charts, financial sheets to pinpoint which areas are worth developing. Numbers do not lie. When we need money, we make money, we do not add or acquire “assets” because this will incur more expenses. Enron’s capital investments were not thought about at all, bringing them to shortage in their cash flow, not realizing that this was just a short term solution to what didn’t seem to be a long term problem to them. Bankruptcy was brought about greedy traders. I felt like they wanted to monopolize the energy industry, they wanted power so they made everybody else believe that they were indeed making so much money to acquire the other companies. Enron had no real profits. Their management were buying luxurious items off the firm’s money (money that they don’t have). The company was losing money and had been for a long time regardless of its efforts in projecting how rich they were. From the first meeting in class, we discussed that financial accounting involved making decisions—big and small, high, medium and low level kinds of decisions. It is a sad reality that Enron’s top management have failed to make the right ones all throughout their business years. They had poor decision making skills and the lack of responsibility for getting into the oil business. They didn’t succeed because numbers don’t lie and they shouldn’t have twisted this to be liked by