How did Oracle survive the near-fatal accounting and revenue recognition crisis in the early 1990s?

In the early 1990s, our aggressive sales culture led to severe overstatements of software licenses, causing our stock price to plummet by seventy-five percent and bringing the company near bankruptcy. That crisis forced me to overhaul senior leadership, institute strict financial controls, and rewrite modern software accounting rules. Surviving that existential threat gave Oracle the operational discipline required to scale into a global conglomerate.