Again with regard to Enron, Assaad Saab, who has an intimate knowledge of the energy sector and the problems of privatisation, sets out some observations as to the unusually complex nature of the firm, its diversification into too many sectors and geographical areas, the inadequacies of its top management and an unhealthy strategy of alliances.
The author then highlights certain lessons of the affair for the long term, in particular for the future of deregulating and restructuring the markets for electricity, stressing that ultimately this approach merely serves the cause of unbridled free-marketeering that inspired it. Lastly, Assaad Saab raises the question of what happens to Enron’s business now: how should it be organized and within what framework?
Cet article fait partie de la revue Futuribles n° 276, juin 2002
