In eighteen pages this paper examines investor accountability, transparency's changing views, and the importance of embracing organizational change. Twelve sources are cited in the bibliography.
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been similar around the country. The front page of the Orlando Sentinel greeted Sunday readers: "Corporate greed is striking at the heart of the economy and damaging the
trust of weary Americans, whose investments are taking a battering. Experts worry a meltdown is ahead" (Clarke, 2002; p. 1). In only 18 months time, total household wealth
in the US fell more than $4 trillion. Some of this loss is attributable to layoffs aided by the September 11 terrorist attacks, but much of it stems from
the loss in value of the stock market. Enron, Worldcom and even that purveyor of good taste Martha Stewart are embroiled in scandals
that collectively have wiped out savings and pension plans, and put many of the newly-retired back on the job market. Circumstantial evidence is strong against Martha Stewart, but the
condemning evidence against Enron and Worldcom is solid. Several regulators and now even the President himself are calling for greater corporate accountability.
Organizations are quickly moving into a time in which they will be forced - either by regulators or by investors - to operate far more transparently.
The Problem There is nothing new about corporate sleight of hand. It was the same force that was
in effect in the late 19th and early 20th centuries that led to the passage of the Sherman Antitrust Act and Theodore Roosevelts reputation as a cheerleader for "trust busting,"
breaking large businesses into smaller ones in efforts to restore competition. It was the same force that led J.P. Morgan to bark at an advisor that his presence was
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