The authors of Arthur Andersen bring their unique insights to a close-range observation of Andersen's culture that has continued for more than 15 years. They set the stage by reviewing Andersen's unique history and role; its traditionally careful attention to "enculturing" new employees; and its social structure characterized by personal, "familial" relationships. Next, they narrate two decades of change at Andersen, showing how the firm's tightly integrated cultural system gradually began to devolve, rapidly coming apart in the wake of the 1990s new economy revolution. Organizational leaders can read this book as a profound cautionary tale; researchers and students of organizational culture can read it as one of the most extraordinary case studies ever presented. Includes a foreword by Dr. Leonard Sayles, Professor Emeritus, Columbia University Graduate School of Business.