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chapter NINETEEN
Reframing Ethics and Spirit
What shall an organization profit if it should gain the world but lose its soul? 1 For Starbucks chairman Howard Schultz, the answer is “not a lot,” which is why he raised exactly that question in a memo to everyone in his company in 2007, as described in Chapter Twelve. In the case of Enron, the answer was evidently “nothing at all”; the company eventually lost both its soul and the world it hoped to gain. Enron was America’s largest gas pipeline company when Kenneth Lay took over as chief executive in 1985. At the time, it was a solid but pedestrian business. It was a strong competitor ...

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