Below are all the posts — topics as well as replies — that mention the hashtag #accountability.
Mention #accountability in your post to continue the discussion!
https://www.msn.com/en-us/news/news/boeing-reaches-11th-hour-settlement-over-deadly-737-max-crash-to-avert-trial/ar-AA1UeklM
Boeing accepted full responsibility for the senseless and preventable
loss of these innocent lives, and this corporate sc-m has now been
held accountable to this family, especially to this good man who lost
his dear mom, dad, and sister," said Robert Clifford.
True accountability would be prison for life.
External vendor (they went el cheapo, didn't vet properly, didn't communicate risks, etc..).
Software bug not under their control (they didn't perform a proper FOA).
Hardware failure (what, you mean AI didn't predict it, and could not reroute/resolve it quickly?).
Sabotage (blame it on disgruntled employee).
Other - get creative here :).
We all know VZ leadership will not accept responsibility.
Leaders went around in all-hands saying “things will break” … ok, so the network down is ok? Of course no head will roll in leadership - but way to start off the year with net adds growth is in our performance agreements.
I genuinely want to deliver a good service to our customer, but I’m constantly blocked from doing so. At this point, I’ve more or less given up trying.
The client wants something relatively simple, yet getting it done feels almost impossible. I don’t have the access, authority, or trust needed to make the required change.
Even with an agreed task, every individual step has to be re-approved by someone else — often with different interpretations or priorities. Eventually, someone may action it, but more often than not it’s done incorrectly. I then can’t see what’s actually been changed, so I’m unable to diagnose why it still doesn’t work.
The end result is that I often have to resubmit the same ask and hope that next time someone different both understands it and implements it correctly. It’s an incredibly inefficient way of working, and it makes delivering a quality outcome for the customer far harder than it needs to be.
What’s most frustrating is that management appear to see this as acceptable — even desirable — because we charge by the hour. The more friction there is, the more time is spent, and the more the client ultimately pays.
There has to be a better way, but I’m surrounded by people who insist there isn’t. We’re not keeping customers happy - we’re not keeping customers at all. They won’t be won over by a new logo or rebrand — they want the way we work to change. And while people continue to feel undervalued, it’s hard to see how that change will happen at DXC.
In my experience, what’s happening is not genuine coaching or development. It feels like a system designed to manage people out rather than set them up to succeed. When expectations are unclear, goals change without notice, and performance plans are inconsistently documented or applied, that is not transparency — it’s avoidance.
These practices are widely recognized and discussed in employment and legal spaces as:
Bad-faith performance management
Retaliatory or discriminatory coaching
Corporate managed attrition
They exist, and pretending otherwise doesn’t make them ethical.
What’s most troubling is that leadership is aware. Employee surveys, engagement feedback, and exit data consistently highlight the same concerns. When the data “says it all,” the real question becomes: at what point does leadership get held to the same standard they enforce on everyone else?
People should not be forced to choose between their livelihood and their dignity.
So here’s my message to anyone experiencing this:
Stop internalizing it
Start documenting everything
Save emails, feedback, shifting goals, and timelines
Ask for expectations in writing
Ask for documentation — especially when none is provided
Accountability doesn’t come from silence. It comes from patterns, paper trails, and people refusing to carry systems that don’t operate in good faith.
This isn’t about attacking individuals. It’s about naming a process that causes harm and demanding better from those who design, approve, and benefit from it.
Leadership accountability is not optional — it’s overdue. We don’t just work for them they work for us too.
I have noticed that managers and directors, especially those in the divestiture no longer work (if they did previously). They make fake meetings or keep their status as busy all day. Are your managers/directors working? This is especially true in D&D.
I laughed when I read the company's core values. The word hypocrisy immediately came into my mind. Changing your name doesn't dismiss all of your wrongs of the past. And your existing "leadership" was never held accountable for sinful deeds.
There needs to be a real reckoning with what unchecked corporate power does to human beings.
What happened to EMC after the Dell takeover wasn’t just a business shift. It was a dismantling. A culture was stripped, people were discarded, and decades of loyalty were erased, all in service of financial objectives set by someone who would never bear the consequences. That kind of damage doesn’t happen by accident. It happens when wealth insulates leadership from humanity.
But it doesn’t stop at the billionaire level.
What made it even more disturbing was watching the layers of managers beneath them fall in line like puppets. The obedient middle tier. People who traded conscience for proximity to power. Who repeated corporate talking points as if they were truth, never questioning the harm being done, never stopping to ask who was paying the price.
That is the most chilling part: how programmed it all is. How sleepwalking managers enforce decisions they didn’t make, defend outcomes they wouldn’t survive, and convince themselves they are just doing their jobs. Completely unaware, or unwilling to be aware, of how thoroughly money and hierarchy have overridden their moral compass. This isn’t leadership. It is extraction enabled by obedience. It is cruelty made efficient by people who mistake compliance for professionalism.
If we are going to talk about accountability, it cannot stop with the billionaires at the top. It also has to include the systems and the people who carry out harm while telling themselves it is normal, necessary, or inevitable.
It is not.
They have no authority to do anything. Many came up from craft years ago. But things have changed. There’s a lot of room to cut payroll. The irony is that the azz hole that created the problem is now the CEO. When is John Stankey going to be held accountable for his incompetence?
MST home dispatch tech use and abuse company assets. They drive 100K-200K bucket trucks to their home and back to their home garage everyday. Big V8 6.3 L engines use a lot of gas and insurance on top. Also, with MST high pay and only have .5 job per tech a day per tech how is that saving company money and liability.
There are rules to follow when joining home dispatch program. Following the rules helps save gas and time and wear and tear on a vehicle used to drive to work and to home. But MSTs abuse this program from driving to the garage every day and dispatching at the garage. Making a stop at the grocery store to grocery shop in the company vehicle before driving home. Not closing your last job at the job site and instead, drive home and being still dispatched on your work ticket and then closing the job when you arrive home. I follow the rules, and I do not want the home dispatch program to go away because of MSTs taking advantage of the abuse. Also, MST managers are favoring many MSTs and letting the home dispatch MSTs do what ever they want. STOP ABUSING THE HOME DISPATCH PROGRAM YOU MSTs. You know who you are...
Anyone get an email for a task to complete " Review Distribution of documents or Tasks" Titled Auto Expectation Document-Annual only to see if was canceled in WD.
Well it was seen prior to it being canceled. It's a zero tolerance policy with no exceptions. No reason to let you go. So here we go folks. Hold on the rides about to get bumpy as he-l....
If using this to track our every move why aren’t all bands (3 and 4 specifically) required to use it if not directly tied to production? Seems to me if they are looking to cut people this would be where to start - if your Verient consistently shows you are more idle than not maybe you are disposable more than others.
I am not talking the downtime because of reading an email and gathering your thoughts or listening to a recorded team meeting you missed. I am talking about the people who WAH and log in early in the morning then go about the morning getting breakfast, showering, walking the dog - THEN actually starting work or napping during the day. We all know installing Webex on your phone can help it “appear” as if you haven’t stepped away from your desk but if Big Brother can actually TRACK you are not at your desk why not leverage it as needed? I HATE Verient but if it is for some it should be for all and used the same across the board.
Wayfair really turns a blind eye on some. Im in another team but my friend heard that one of the CSO agents does work avoidance and nothing has been done. Keeps easy tickets and updates them every two days just to meet metrics when it should have been closed but goes on weeks with it open. Out of the blue the ticket metric sky rocketed.
Anything less than 100% is corporate greed, plain and simple. The people who stayed are being squeezed dry doing the work of two employees while getting paid for one so executives can protect their bonuses and call it “strategy.”
But by all means, Dan, keep slurping your coffee and pretending this is complicated. If Hans is still pulling in millions, don’t insult everyone’s intelligence by offering scraps. There is zero excuse for anything under 100%. Anything less is a slap in the face, and everyone knows it.
No wonder CK sends out a 7pm email on OUR RESPONSIBILITY and COMMITMENT..
LOLzzz
Don’t Trump know the defense companies work for stockholders not the nation ?
https://www.bizjournals.com/washington/news/2026/01/08/government-contractors-trump-stock-buybacks.html
https://dpa-international.com/politics/urn:newsml:dpa.com:20090101:260108-99-106399/
Getting back $.70 on the dollar for everything Stankey touches is a win. ATT Campus in this day and age. What products does ATT pitch and for what reasons? You can't make up just how extreme the company's do as I say customers but not as I do.
If you feel someone is in a higher position who is not qualified. Speak up . Never do someone else’s job for them. Don’t bust your butt so the store manager can get paid a ton of $$$. Enough is enough.
When are heads going to roll for the ev fiasco??
There is a growing need to rebuild the IT organization from the ground up. The current structure appears unsustainable, largely due to internal dynamics that prioritize personal networks over objective talent evaluation. When hiring and project assignments are influenced by informal relationships rather than skill, capability, and proven performance, the long‑term stability of the organization is put at risk.
A core issue is the communication gap that arises when teams lack strong, shared comprehension of requirements in English, documentation, and escalation details. Even when individuals speak clearly, English comprehension and interpretation of complex technical or business requirements must be precise. When this breaks down (not clearly communicated), issues are not reported accurately, root causes are misunderstood, and projects drift off course. (This is occurring a lot and people are tired of reporting it)
This is especially critical for AI and advanced technology initiatives. (Ask Google and MS why they laid off AI team sets it is because of comprehension failures) These projects require highly specialized skill sets, rigorous communication, and a culture of accountability. Without the right mix of talent and leadership, these initiatives are likely to struggle or fail.
To succeed, the organization must ensure that:
• Roles are filled based on capability, not personal networks. (Not friends trying to get Greencards or needing a job for H1B placements)
• Project teams are diverse in skill, background, and perspective.
• Communication standards are enforced consistently across all teams. (Half the time most team members are not communicating issues in English to everyone this is where the breakdown is)
• Internal “clubs” or closed circles are dismantled in favor of transparent, merit‑based structures. (This needs to be done)
These observations are not directed at any specific group—they reflect systemic issues that can affect any organization. My goal is simple: I want to see Fiserv succeed, and that requires a strong, well‑structured, and talent‑aligned IT foundation.
We are all just pawns in this RTO bs game designed to make people so miserable they quit while also propping up real estate portfolios of black rock, Stankeys overlords. He has no original thoughts or ideas. He just does as he’s told to do, and the board is complicit. This company is just about dead, and Stank is the most commonly hated CEO in the world. Nobody believes in him. He’s proven time and time again that he is nothing but a loser with his buy high sell low tactics. He’s burned billions and needs to be held accountable.
MOC CFO replaced after just 2 years! Atleast it’s nice to see our competitors actually keeping their leadership accountable!
Your company lacks corporate transparency. Modern forward looking companies practice social responsibility with ESG transparency. In 2026, Rich'
Board needs to get into the 21st century with basic corporate norms. Transparency boots employee morale, confidence, and helps the company address and allocate resources better:
++Full Annual Report w/full audit financials & audit report++
++Corporate Executive Compensation Policy & Disclosures Published w/compensation for all SVPs and above by name & amount++
++Publish Board of Directors Compensation along with outside business interests++
++Summary of Board Minutes & Agendas++
++Board of Directors required to provide update to employees and to meet w/employees & clients through focus groups each quarter++
++Publish Annual Filing w/NYDFS w/all schedules on public website++
++Publish 5 year strategic plan to all employees++
++Post Corporate Tax Return on public website++
++Post all pages of the full un redacted rating agencies reports on the public website++
++require all internal leaders of divisions to hold quarterly meetings with all of their divisions and employees especially in IT, Sales, & Operations++
++Human Resources needs to release all results of Annual Employee Culture Survey within 1 month of survey completion++ no sitting on the survey results.
++360 feedback by associates of their managers and their managers managers++
Remember, the cover up is worse than the crime and it's time to stop covering up. This is not Watergate.
Regarding the current leadership structure and task delegation within CRT.
At present, many (though not all) Team Leads appear to spend the majority of their time performing minimal administrative tasks, such as returning scorecards, while routinely delegating their more complex and time-consuming responsibilities to senior reviewers. These senior reviewers are expected to take on duties that align more closely with Team Lead responsibilities, yet they receive no increase in compensation, for this additional workload.
This practice has created an imbalance where experienced reviewers are effectively performing leadership-level tasks while being paid significantly less. It has also contributed to frustration and decreased morale among those who are consistently relied upon to carry the workload without support or acknowledgment.
Additionally, CRT appears to be significantly overstaffed with both Team Leads and reviewers. As a result, meaningful work has diminished, and employees are increasingly being assigned tasks that offer little value to production goals. This inefficiency not only wastes company resources but also undermines productivity and engagement.
These issues suggest a need to reevaluate staffing levels, role expectations, and compensation alignment within CRT. Addressing these concerns would help restore fairness, accountability, and operational effectiveness.
Phillips 66 is in serious trouble, and it’s no longer honest to pretend otherwise. Over the past four years, not a single major initiative has produced a durable, repeatable positive outcome. Some have shown short-term gains on paper, but none have proven sustainable.
The acquisition of DCP Midstream itself was not inherently the problem. The mistake was allowing leadership and operating philosophies from a joint-venture culture where compromises, exceptions, and optics were often tolerated to take control of a legacy enterprise built on accountability, discipline, and execution.
The result has been a leadership model that prioritizes messaging over outcomes and reaction over strategy. Propaganda and internal campaigns may shape narratives, but markets, performance, and attrition do not lie. A company with world-class people and assets is being managed like a short-term experiment rather than a long-term enterprise.
What makes this especially concerning is the pattern: frequent pivots, walk-backs, and directional changes that signal a lack of conviction and operational understanding. This is not innovation, it is instability. Accountability is routinely deferred, while experienced people and institutional knowledge leave at a startling pace.
At some point, shareholders and long-tenured employees alike have to confront reality. Talent loss, cultural erosion, and repeated course corrections are not coincidences; they are symptoms. Cynicism is not the problem here, it is a rational response to sustained underperformance.
Phillips 66 does not have a people problem or an asset problem. It has a leadership problem. Until that is acknowledged, the unraveling will continue, regardless of how polished the messaging becomes.
“When the story feels good enough, evidence becomes optional.”
Where do ethical concerns at this firm end up in leadership - seeking a name that isnt RV. There are insidious tactics being applied to domestic employees at this time which will have prolific downstream consequences. There is proof abound certain execs are complicit with fake performance reviews under a visa and 3rd party displacement model.
Please write your government representatives if you see it too, or have worked with McKinsey on these models in the past.
There is a lot of internal chatter regarding the decision to have the CSTO lead LATAM Foods while maintaining the S&T lead. With a direct report structure of nearly 30 people already, many are asking how this serves the business rather than just consolidating power.
The Financial Questions
The S&T era under Athina’s direct leadership—along with Vikram and G-yatri—has seen a staggering level of spend.
• ROI Gap: Many within the org feel the billions spent on "transformation" haven't materialized into frontline efficiency.
• There is significant frustration over the lack of business justification for the heavy reliance on specific global tech and consulting partners.
The Offshore Oversight Issue
The "India and Mexico Hub" model - While local teams face budget freezes, we see:
• Lavish travel and spending from global hubs.
• A perceived lack of productivity, with local leads often picking up the slack for offshore teams working limited hours.
Culture & Leadership
Is the "PepsiCo Way" being applied at the top? The leadership style and treatment of partners during this spend-heavy era have been widely criticized internally. Instead of an audit into the financial results of S&T, we see a promotion to a CEO seat. How does this align with our goals of being a lean, accountable organization?
https://x.com/gebaidc/status/2004931798279586072?s=46
But yet if u go to Good Rx and compare prices for meds : Optum prices are
Higher than everyone else’s.
That’s why that
Poor kid died because they jacked up his rescue inhaler up to over 500 dollars and they lost a lawsuit when they denied a ulcerative colitis member his dr-gs and he had to drop out of college cause his condition worsened till he couldn’t get out of bed. Story after story.
Bill Flynn saved the company. We need another Bill Flynn. Our execution sux. It takes forever for everything & anything. No efficiency. No competency. No urgency. Top brass don't care. Why ? B/C they will collect soon on $2.5M-$3M pensions & sail into the sunset w/no worries. Take away their pensions & who will crawling to daddy and mommy now ? The Board don't care. They collect $200K per year to listen to sugar coated versions of alternate reality. No checks. No balance. No accountability. No care in the world. Crony capitalism. Nepotism. When's the last time any board member had lunch with a rank and file employee ? When have the met in a roundtable setting with employees ? When have they led and attended focus groups of clients ? Never ! Board is not accessible. Not approachable. Doesn't truly care about the company employees or clients because they are silent and invisible.
That's why everything we do fails spectacularly. It's that simple.
https://en.wikipedia.org/wiki/The_Cuckoo%27s_Egg_(book)
Looking forward to the earnings call. Can we reach 600k customers loss in a year? Blows my mind that failed leadership is not held accountable. Maybe we can have another Kevin Hart commercial where VZ leadership laughs at the competition who are taking all of our customers.
Very few people are actually doing their jobs, and there’s zero accountability when they do not. Processes are completely broken, and anyone with a decent work ethic ends up carrying the load for everyone else. I’m beyond exhausted by this and seriously tempted to walk away, even without another job lined up.
I worked at National Oilwell Varco for nearly three years and gave far more than was ever asked of me. I consistently worked overtime, stepped up whenever needed, and sacrificed my own time to support the company. That dedication meant absolutely nothing in the end. There is no real path for growth here—no clear outline for advancement, no meaningful raises, and no incentive to actually perform at a higher level. Unless you are part of the “good ol’ boy” club, you will remain stuck in the same position indefinitely while promotions are handed out based on favoritism instead of merit.
I was passed up for a promotion in favor of someone who left the company for an extended period of time and was simply allowed to come back and leapfrog others who had stayed loyal and continued to carry the workload. When layoffs came, the decision was not based on skill, value, or contribution, but on a so-called “totem pole” system. This is especially insulting considering I was part of a very small team and knew how to do everyone’s job, making me far more valuable than others who were retained.
To make matters worse, the company chose to lay off someone who showed up every single day, never abused time off, and consistently did the work, while keeping employees who regularly burned through PTO, had attendance problems, and had even been written up for not showing up. That decision alone speaks volumes about how NOV truly operates.
National Oilwell Varco does not live up to the values it proudly claims to stand for. Loyalty, hard work, and accountability are clearly not rewarded here. Instead, favoritism and internal politics determine who moves forward and who gets pushed out. I genuinely hope the company collapses or is completely sold off to another organization that actually values its employees and operates with integrity—because in its current state, NOV does not deserve the people who give their time and effort to it.
He said: “The transition of our associates to Infinite is a strategic initiative to elevate client’s experience”
He needs to crawl (no pun intended) under his desk and hide. Not single onboarding document I completed last July was online - download, print, sign, scan, upload and email, do this 15 times, no a single online video, not a single document!
This is nothing than a tax evasion scheme crafted by Frank, now executed by Mike and his brown nosers! IRS will come hard on this company! Give it time!
Does mondelez have a website to report empty shelves? I want to take pics in my area and send them somewhere to get people in trouble.
Everyone needs to stop giving Level 2 IT a 5-star rating, when unwarranted, on the customer feedback surveys. This is not helping the cause and will not lead to any sort of change from vendor management. This is just showing they can continue to get away with sh---y service with no repercussions. Give them the true score they deserve. Tell them how they are rude, how it took 2 weeks to get a power cord shipped to you, how it took 3 days for someone to intially call, and how it took dealing with 4 people before you were finally fixed. Enough is enough. Stop sugar coating the problem!!
The organization seems heavily weighted toward advisory positions rather than operational leadership. While credentials are valued, practical experience and accountability appear to be lacking at the management level. This has led to ineffective guidance, limited clarity in decision-making, and inconsistent execution. Financial performance may be sustained by legacy systems or market position, but management practices themselves show significant room for improvement.
MF has been in position and seen through this entire DEBACLE! Frankly, I take offense with him sitting on stage presenting 101 corporate Finance - we all went to college and understand how it works. Do your job and EXPLAIN the changes we are making to navigate this storm and improve.
Under MF, our stock price has TANKED… not a great outcome for a CFO.
WAKE UP NIKE BoD !!
Hey Y'all!
To celebrate the upcoming Holidays and our new ad campaign, I wanted to share with you how I found my rich in 2025:
How will you Find Your Rich?
After how many quarters of optimistic words and talking points with little to show for it, does it become clear that EH might not know what he’s doing?
And how does MF still have a job?