The final sequence in the organizational change challenge differed very little from the initial sequence. Having performed well in the initial sequence, it was unnecessary to change the final sequence very much. However, two of the spots in the final sequence were changed from where they were located in the initial sequence, because it appeared that they would be in a better location and that they would more strongly benefit the company (Enron) based on that sequence. The exercise applied to Enron very strongly, because there are many changes that Enron had to address. When the scandal first hit, everyone was very shocked, but Enron tried to recover from the problems that it had seen. In order to do this, however, it was obvious that there would need to be many changes made.
             The Enron scandal shocked most of the nation, and seriously injured the financial life of many individuals who worked for the company. A lot of these people were nearing retirement age and everything they had worked for all of their lives was lost. In fifteen years, Enron had grown from a rather obscure company to a company ranked seventh on the Fortune 500, which would make it appear as though it was doing very well. It traded electricity, bandwidth, national gas and other commodities globally and also provided its customers with consulting services. At the height of its power, there were over 21,000 workers in forty countries all around the world. However, Enron collapsed, and the collapse was huge. The company began this collapse by admitting that there had been fraudulent bookkeeping, and that much of the profits it had recently made were actually balanced out by loss and charges that were unrecorded. The stock that was selling at $90 per share two years before the collapse was suddenly worth 26 cents per share. The changes that Enron had to make after this occurred included being controlled by an interim President until the problems could be...