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To: Bruce Brown who wrote (50385)2/15/2002 9:19:31 AM
From: hokieharry  Read Replies (1) | Respond to of 54805
 
A very good and rational statement Bruce.

The problem is that I haven't heard of any Enron board member saying anything remotely close to that. Until they do, they don't deserve a seat on any board I want to invest in. That's not blacklisting. That's determining a criterion and seeing who meets it.

Was the criterion stated beforehand?

I still believe that with most boards, they receives only whatever the CEO/Chairman wants them to receive. And for a board member to go probing deeper, they will hit a steel curtain. Employees of a company are not going to talk off the record unless they know it's not going to hurt them by doing so.



To: Bruce Brown who wrote (50385)2/15/2002 10:00:25 AM
From: Mike Buckley  Respond to of 54805
 
Bruce,

This will hopefully be my last comment on the issue as I doubt there will be anything else I can add that will be helpful.

For me, it all boils down to accountability. People should be held accountable not just for what they know and don't reveal, but also for what they don't know. The board hires the CEO. The CEO hires other managers with the intent that they will do a good job of hiring even more managers. When top management in a company screws up for so long, the board is ultimately responsible because the board's top hire (the CEO) screwed up by choosing those with which he surrounded himself.

I'm not looking for scapegoats. I'm not accusing anyone (yet) of hiding anything. Instead, I'm simply saying that the people who screwed up should be held accountable. Considering the hiring responsibilities of the board, you or anyone will have a very difficult time convincing me that the board didn't screw up and shouldn't be held accountable.

I haven't read the Powers report, which was a report by the board, but there was no media attention given to anything in it acknowledging that the board made mistakes. Do you know if any part of it was devoted to board-specific issues? If there is no such content, don't you think there should have been considering that the board hired and continued to retain the management?

--Mike Buckley



To: Bruce Brown who wrote (50385)2/15/2002 10:37:27 AM
From: Judith Williams  Respond to of 54805
 
Bruce--

If we are to believe that Frank Savage had full access....

Savage didn't need full access. When the board voted to relax ethics standards relating to self-dealing in the special purpose entities, he and the other board members crossed the line.

Enron's management obviously deceived the BOD, but by acquiescing in relaxing oversight responsibilities the BOD opened the door to a bad situation getting rotten very fast.

Judith