Skilling infused Enron with ideas he had learned at McKinsey, including the importance of periodically culling the herd. Either advance in the firm or leave. McKinsey called it “up or out.” At Enron it was “rank and yank.” McKinsey validated Enron’s strategy, including risk taking, securitizing loans to gas purchasers, and its “asset light” approach. As the McKinsey Quarterly explained, Enron became a world leader in private power generation “because it saw that profit did not depend on construction and operation skills, but on deal structuring and risk allocation.”