C H A P T E R 28
Stopping Corporate Misdeeds
How We Teach the Wrong Lessons
AT A DINNER A FEW YEARS AGO with Silicon Valley executives, I heard some amazing things. After first bemoaning the wave of corporate scandals, one person after another explained how their companies had found ways to “extend” their quarters to make their numbers. In other words, if the quarter ended on June 30 and they needed more sales to meet analyst targets, the quarter might be extended and the books held open another day or two. What’s interesting is that none of the executives saw anything particularly wrong with this.
Meanwhile, a Korean friend who used to work as a senior manager at SK Global, wondered what would happen when its parent company, South Korean SK ...
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