The document discusses Enron's business failure and collapse in 2001. It argues that Enron's organizational culture and leadership practices, which resembled a cult, contributed significantly to its demise. Specifically, Enron had a rigid, top-down structure with excessive power concentrated among top executives. It also promoted an intense, punitive internal culture driven by a compelling vision from charismatic leaders. This organizational behavior demotivated employees and prevented critical feedback, making Enron's collapse inevitable.