In late 2001, the corporate world watched as Enron ––an energy behemoth with reported revenues exceeding $100 billion––filed for what was then the largest bankruptcy in U.S. history. The immediate story was one of staggering fraud, although beneath the headlines lay a more instructive failure: Enron was a casualty of its own weaponised complexity. The company’s strategy was intentionally labyrinthine, built on a web of over 3,500 partnerships designed to conceal massive debt