COSO案例分析之世通的沒落.doc

COSO案例分析之世通的没落 Case Study – WorldCom 来源：天和网 核心提示：世通是一家美国通讯公司，03年因其财务问题破产。本文就coso框架规则浅析世通破产原因。 The situation 天和网天和财务频道消息：概况 WorldCom is a telecommunications company which was lead by CEO, Bernard Ebbers, and CFO, Scott Sullivan. 世通是一个电信公司，首席执行官（CEO）为伯纳德?埃伯斯，首席财务官（CFO）为斯科特?苏利文。 In 1999, WorldCom was not meeting Wall Streets revenue and earnings expectant and it appeared that the coming year would produce more bad news.The CFO argued for setting realistic targets. However, the CEO insisted that the company needed double digit growth, and pushed for aggressive targets. These aggressive targets were not supported by historical data or strategic assessments. 1999年，世通就没有达到华尔街的预期收入及利润，并且看起来未来一年情况会更糟糕。CFO主张制定切实可行的措施。但是 CEO却坚持，公司需要实现两位数增长，并采取行动实现这个激进目标。但根据历史数据及战略评估，这样的激进目标是无法实现的。 In order to meet these targets, WorldCom began boosting its revenue through a wide range of accounting measures, including drawing down on reserves set aside for expenses. The economic situation at the time was not taken into account when implementing these aggressive accounting measures. Other similar companies were reporting declining revenues. 为了实现这些目标，世通开始通过各种会计措施提高收入，包括缩减预留以备支出。在实施这些激进措施时，世通并没有考虑当时的经济形势。其他类似的公司报告称其收入都有下降。 It was identified that the management who were making the aggressive accounting decisions, were also posting the journals to the general ledger, and reviewing and approving the reporting. 经证实，制定激进措施公司管理层每天也会将日记账粘贴到总账上，审查并批准报告。 Pressure was placed on personnel who did not support the aggressive targets. 压力较大的还是那些不支持激进措施的员工。 A great deal of focus was put on “team work” and being a strong “team player”, which is said to have been a strategy to reduce dissenting opinions, eventually leading the organisation to follow a “groupthink” attitude. 公司将重心放在“团队合作”上，培养强大的“团队精神”，据说这是为减少不同意见而实施的策略，最终使公司人人都具有去“群体思维”。 In 2000, the telecommunications industry entered a downturn and WorldComsaggressive growth strategy suffered a serious set back. However, due to the accountin