TYCOON Corporation

Kilowatt’s actions professed the opinion that he was exempt from the very rules he established. Ethical guidelines for the very company he was tasked with leading. “If a corporation’s mission is to simply maximize profits anyway possible, unethical decisions by managers will surely follow.

The CEO must exercise virtuous character traits in order to lead the many stakeholders who are dependent on the corporation for their well being. On all counts, Mr.. Kowalski failed his many constituencies, and the company almost fell into bankruptcy. In his vision for Tycoon, the Jailed CEO had an ethical blind spot, which was his undoing. He did not realize that ethical behavior?on the part of the CEO-l’s good business” (Enjoinder, 2006).

“The ability to build an organization on an ethical foundation Is vital In today’s complex business world.

Being the CEO of a major corporation means gluing more attention to your organization’s values and principles, especially in light of the changes in the corporate landscape wrought by high-profile scandals” (Hires, Opinion ; Poring, 2008, p. 19). Dennis Kowalski developed an ethical guidebook and training educational session for TYCOON in an effort to set guiding principles for the rank-and- file employees. As noted by the case study authors, Tycoon grew out of a small fiscal 2001 ” (Satanist & Satanist, 2009, p. 390).

Another TYCOON researcher and author had similar findings. During Kilowatt’s decade of leadership, TYCOON successfully acquired hundreds of companies; many were small and others were multi-billion dollar deals. Through both acquisitive and organic growth, TYCOON expanded exponentially from a little known New Hampshire company with around $20 million in annual revenue when Kowalski Joined in 1975 to a global giant with a quarter million employees in more than a hundred countries and an annual revenue of close to $40 billion in fiscal year 2001 Kilowatt’s final year with the company” (Neal, 2014, p. 21).

The aggressive, capitalist nature of Kowalski presented as an out-of- intro, win-at-all-costs leader who traded his strict ethics and morals for a “hooray for me” attitude. The chronicle begins with the rise of Mr.

. Kowalski from his start with TYCOON in 1975. The almost Shakespearian play unfolds, with a crescendo of extravagant spending, a non-existent board of directors, lack of oversight, financial troubles, legal investigations, and ultimately the fall of the mighty protagonist. Beyond a doubt, Dennis Kowalski went from the penthouse to the outhouse. So how did this happen? Every bit of information gleaned concerning Mr..

Kowalski indicates he came from a modest, middle-income background. It cannot get any more nothing special America than to grow up in Newark, New Jersey. His parent’s vocations were both at public service occupations and typified the emblematic, blue collar work ethic. His Polish heritage and the strong catholic religious guiding principles never tipped-off that he would become the over- elaborate lifestyle that would consume his upbringing and the ethical outlook fashioned by all these factors. “We use the word seduction, a politically charged word, as a way of naming the process by which you lose your sense of purpose altogether..

.

In general, people get educed when their guard is down, when their defense mechanisms have been lowered… ” (Heifers, Garages, & Links, 2009, p. 45).

The seductive stumbling block which focused the spotlight squarely onto Mr.. Kowalski was the avoidance and failure to pay New York taxes on art purchases he made. An elaborate strategy formed to circumvent the payment of obligated taxes seems to have arisen from his disdain of government. The disdain is foreshadowed in the case study by small clues regarding the business practices and questionable accounting procedures stressed by Mr.

. Kowalski.

His distaste for paying taxes led him to move the corporate headquarters to Bermuda from Exeter, New Hampshire, in 1997 to reduce Taco’s tax liability to 20 percent… ” (Satanist & Satanist, 2009, p.

390). This is a man that demonstrated a true appetite for spending money with no regard to from whence it came. Evidence off sickness that whispered in his ears, “you deserve this Dennis…

TYCOON owes you for leading them into the 21st Century and global prominence. This insatiable hunger for money and power is bolstered by the concept of commingling assets from the business taken over by TYCOON.

Commingling funds are defined as “a fund consisting of assets from several accounts that are blended together. Investors in commingled fund investments benefit from economies of scale, which allow for lower trading costs per dollar of investment, diversification and professional money management. These funds are “commingled” to reduce the costs gains are spread evenly among investors” (Investigated, 2014).

Dennis Kowalski essentially operated a Opinion Scheme that functioned and was sustained by the severe pressure to obtain new businesses and to turn the acquired cash reserves ND material goods into what appeared to the SEC as profits.

Just like playing the child’s game of musical chairs, when the music stops someone is left without a chair on which to sit. What the business world perceived as aggressive marketing by means of buying company after company, is now seen as an incessant pillage and plunder of any business that could net a quick profit. This is more or less how TYCOON grew and built a conglomerate during the bull markets of the asses. Even though he was the darling of the business world from 1992 to 2002 (Satanist & Satanist, 2009), he music finally stopped for Mr.

. Kowalski and TYCOON Corporation.

The ugly truth is that this was all preventable. Truly favorable if the very group accountable for oversight and disclosure, the board of directors, were not asleep at the wheel. Mr.

. Kowalski “The lack of by Taco’s board of directors pertaining to the decision-making process by the top executives at TYCOON is evident by examining the compensation levels given to Kowalski and Swartz from 1998 to 2001 ” (Satanist & Satanist, 2009, p. 395). Members on the Board of Directors has serious conflicts of interest and collusion during their supposed audit, corporate governance and nominating activities.

Mr.

. Kowalski never denied he took millions from TYCOON. He never hid the fact he was paid hundreds of millions of dollars for salary and even more millions for loans he never paid back to the company. Even in his trial, he acknowledged that he was worth the money bestowed him and that he never tried to hide anything. The close relationships were detrimental to the conglomerate and ultimately the blind eyes turned to the actions of the CEO doomed TYCOON to the financial ruin today. Taco’s former CEO will be remembered as one of the great corporate hoodwinker.

In his wake, he has left a host of questions, the most important being how he managed to preside for seven years over what prosecutors call a criminal enterprise. Why did no one see through the scam–not the Tycoon board; not PricewaterhouseCoopers, Taco’s outside auditor; and not even the SEC, which probed Taco’s accounts in 2000? ” ( Symons, 2002). The answer is greed, pure and simple. My grandfather had a saying about greedy and gluttonous people that he must have spoken to me hundreds of times: “They get what they can. They can what they get.

They sit on their can, and They poison all the rest! “