No event made management consulting more visible than the collapse of Enron in 2001. Unlike the other corporate failures after the “New Economy” stock market crashed in 2000, Enron's bankruptcy was followed by breathless descriptions of late-night shredding of documents by Arthur Andersen employees. The story captivated the public in a way that no other corporate bankruptcy had. As Arthur Andersen's international partnership broke apart in 2002 under the threat of criminal indictment in the United States, public officials in America explicitly linked Andersen's malfeasance to the inherent conflict of interest between the firm's $27 million in management consulting fees for Enron and the $25 million that Andersen earned from Enron for its audit work. In 2002, for example, The Wall Street Journal highlighted the fact that more than 85 percent of the Dow Jones Industrial companies, “paid their auditors more for consulting, tax, and other services than for the company's audit.” It was no coincidence, therefore, that Congress wrote into the Sarbanes-Oxley Corporate Reform Act (which followed the collapse of Arthur Andersen), language that specifically barred accounting firms from offering consulting within any company in which they were simultaneously performing an audit. Following the public outcry and regulatory changes, the large accounting firms divested themselves of their consulting divisions, effectively ending the ascendancy of the multidisciplinary professional service firms.