"Madoff: 150 Years, May Be Sent to Federal Prison in New York or New Jersey." New York Amsterdam News, July 2, 2009.
Reports that financial investor Bernard L. Madoff was sentenced to 150 years in prison by New York District Judge Deny Chin. Madoff was found guilty of carrying out a Ponzi scheme and faced charges of money laundering, mail fraud and investor adviser fraud.
"Madoff's Other Legacy." Time, August 24, 2009.
Discusses financier and imprisoned felon Bernie Madoff and the revenues he derived by making markets in stocks. Madoff helped pioneer transactions such as diverting trades from the New York Stock Exchange (NYSE) to high-frequency trading specialists, a tactic which provides revenue by virtue of the price spreads that exist between quoted stock offer and buy prices.
"Millennials Have No Idea Who Bernie Madoff Was." Time, May 22, 2014.
For the 1.6 million Millennials entering the real world this spring, the Cold War has always been over and the Internet has always existed. They have no living memory of when testing positive for HIV was akin to a death sentence. In a new poll, more than half of 18-to-29 year olds could not identify the Bernie Madoff investment scam.
"The Trials of Ruth Madoff." People, February 21, 2011.
Looks at Ruth Madoff, wife of incarcerated Ponzi scheme stockbroker Bernie Madoff, including her reaction to Bernie's sentencing and the suicide of her son Mark Madoff. The author notes that Ruth is secluded and often socially outcast due to the actions of her husband. Ruth's strained relationship with her son Andrew Madoff is also discussed.
“Free Martha!” The Nation, February 2, 2004.
At the time of the writing of this article, the author makes an argument to find Martha Stewart innocent of securities fraud, claiming that she was a scapegoat for Wall Street corruption. Though most people may believe she was charged with insider trading, she was not, and was instead charged with conspiracy, obstruction of justice, lying to federal prosecutors, and securities fraud. Also, the author states that the original trade giving rise to all this trouble, though ill-advised, may not have been illegal in itself. What Stewart was really in the dock for were the defenses she mounted after the news of her "well-timed" sale became public.
“The Meaning of Martha.” Canadian Business, July 19, 2004.
The author comments on the idea that Martha Stewart is "an object lesson for CEOs" and suggests that Stewart's wrongdoing not be excused as a momentary lapse of judgementl, or the unfortunate result of iffy legal advice. Chief executives must not only be held accountable but should hold themselves accountable--to shareholders, to the standards of integrity, and to the law.
“Not a Good Thing for Martha.” TIME Magazine, March 15, 2004.
Examines mistakes Martha Stewart made leading to her conviction on federal charges of obstructing justice and other crimes. Describes the impact on the jury of compelling evidence from the prosecution and a curt defense testimony claiming Stewart was "too smart to lie." Concludes that Stewart's conviction was based upon a series of lies to the Securities & Exchange Commission and the FBI. Describes the affect of the trial on her company.
“Tough Choices for the Three Marthas.” Brandweek, March 15, 2004.
Recommends how U.S. home improvement company Martha Stewart could re-build its damaged reputation after the conviction of founder Martha Stewart. Describes the appeal of the Martha Stewart brand and mentions other companies which have also faced damage to their brands, recommending changes for the company to get past its crisis.
"Changes Spring from Enron's Fall." Editor & Publisher, February 25, 2002.
Reports on the business planning of the Gannett Co. in the United States, including: amendments on company plans to permit employees to diversify investments; review of retirement plans on transferring funds from the company's stock; and the finance details of annual reports.
"An End to Enrons." InfoWorld, June 20, 2005.
Looks at the ability of computer monitoring systems to prevent and track down corporate misbehavior. Today's executives have more to worry about, thanks to Sarbanes-Oxley Act and other tough laws passed in the wake of these and other corporate scandals. Monitoring technologies can now identify problems not only from what is said but how it is said, or its context. With such tools in place, many abusive behaviors could have been detected much earlier.
"Enron: A Brand Gone Bad." Brandweek, February 18, 2002.
Comments on the brand corruption of Enron Corporation and points out the extent of the deception made by Enron regarding its finances. Defines the crux of the Enron problem. Discusses lessons that can be learned on brand management from the Enron case.
"Enron Scandal Leaves Bad Taste." ENR: Engineering News-Record, April 8, 2002.
Focuses on the impact of the Enron Corp. bankruptcy to the business sector in the United States, such as skepticism of financial statements. Discusses the indictment for Arthur Andersen LLP for obstruction of justice. Addresses the fallout of lack of confidence in Enron-owned purchasing suppliers.
"Et Tu Enron?" Adweek Magazines' Technology Marketing, April 2002.
Presents tips on dealing with ethical problems in business organizations. Gives advice on dealing with a situation wherein an employee is asked to do something which he believes is wrong. Points out issues involved in maintaining secrecy around employee layoffs. Provides suggestions for dealing with salespeople.
"Lawyers Finally Called to Account in Enron Debacle." Lawyer, September 16, 2002.
Reports on the class action lawsuit filed by stockholders of Enron Corp. against law firms Vinson & Elkins and Kirkland & Ellis in the United States. Includes details on the extent of the involvement of Vinson in the accounting scandal of Enron. Focuses on the special purpose vehicles of Enron. Cites the liability of law firms in the operations of large corporate clients.
"Trading Giant Enron Tumbles." Computerworld, December 3, 2001.
Reports on: the effects of the financial problems of Enron Corp. on its information technology (IT) business; the decision of Standard & Poor's to downgrade Enron stocks; investor lawsuits against Enron; and performance of the IT business of Enron.
“The Case against Ken Lay.” TIME Magazine, July 19, 2004.
Discusses the case of the prosecution against former Enron chief executive Ken Lay in the trial to prove that he was aware of the company's hidden debts. The prosecution pointed out that Lay failed to mention to employees that the company's liquidity was dependent on a loan which Enron had obtained by offering its pipelines as collateral. The article recounts Lay's testimony that he was unaware of the misdeeds of financial officer Andrew Fastow, and outlines charges involving the breach of a bank-fraud rule with regard to Lay's personal-loan applications. The Justice Department formed an Enron Task Force in order to successfully prosecute Lay.
“Laying Enron to Rest.” Newsweek, June 5, 2006.
This article examines the implications of the convictions of former Enron executives Kenneth Lay and Jeffrey Skilling. Enron's collapse in 2001 transformed the company into a symbol of corporate dysfunction, helping to create the Sarbanes-Oxley corporate-reform legislation and leading to the demise of of the giant multinational accounting firm Arthur Andersen. Lay was convicted on all conspiracy and fraud charges and Skilling was convicted on 19 of 28 counts.
“Lay’s a Victim? Not a Chance.” Newsweek, July 19, 2004.
Dismisses the idea that former Enron chief executive officer Kenneth Lay was a victim of the company's collapse. Focuses on details around the failure of the company, and analyzes charges brought against Lay. Recounts additional crimes he committed during the course of doing business for the company.
