Issue #5
When institutions come under fire, they rarely deny everything. More often, they make a show of action. They order reviews. They bring in advisers. They launch new programs.
These steps can signal genuine intent or create the appearance of reform without real change.
The 25-year UK Post Office ongoing scandal illustrates this vividly.
Over the last few months, we’ve seen truth ignored, silence enforced, leaders choosing themselves over those they served, and systems rewarding those who looked away. Now let’s see what happens when institutions face scrutiny.
In 2012, the Post Office hired Second Sight to investigate. Their findings confirmed what sub-postmasters had been saying: Horizon had serious flaws. But the Post Office ended the investigation before the final report could be published.
Inside Fujitsu, a key Horizon contractor, cultural change efforts came and went. Leaders in charge didn’t stay long. They left when their work uncovered uncomfortable truths. Other efforts stalled the same way. People noticed. Trust declined.
In 2023, Fujitsu teamed up with Ethisphere, a firm that helps companies strengthen their ethics and culture. Leadership workshops on the “Fujitsu Way” and ethics training followed in late 2023 and early 2024.
The ITV dramatization aired in January 2024. Employees were horrified. Many changed their LinkedIn profiles. Fujitsu doubled down with “Fujitsu Way” training: “Our shame is your shame.” But for executives? Your shame is not our shame.
When someone raised systemic problems, management bullied him. They avoided the required stress risk assessment. His manager claimed he was making him ill.
After the public inquiry quieted, another executive accused him of being AWOL. When concerns were raised, HR responded: “We’re really sorry. This was a mistake.” A new manager said, “We want you back.” When he asked to address the issues, the reply was: “Can’t you just move on?”, glossing over the past.
Meanwhile, Fujitsu launched Project Holly, a £27 million reputation management program to prepare for fallout.
Beyond Fujitsu, it was the same story. Apologies. Reviews. Talk of compensation. Then everything stalled. Victims kept waiting while those responsible walked away untouched.
That’s accountability theatre. Busy actions but no changes. Blame is pushed down while the top stays safe.
Real accountability is different. It names who is responsible, protects those who speak up, and addresses harm before polishing optics. It does not spread blame or shift risk.
Scripture gives us a model. When King David’s census brought plague upon Israel, he did not diffuse responsibility. He said, “I have sinned greatly… I am the one who has sinned and done wrong. These are but sheep. What have they done?” (2 Samuel 24:17).
David placed himself between judgment and his people, willing to bear the cost personally.
That’s what happens when leaders are humble enough to admit their mistakes and brave enough to take responsibility, even if it costs them their job, power, money, or reputation.
So what does it look like in practice?
Ask:
- Where does responsibility ultimately settle when harm occurs?
- Are investigations as rigorous at the top as at the front line?
- Are those who raise concerns safe?
Act:
- Tie executive evaluation and compensation to ethical outcomes.
- Build oversight that cannot be quietly neutralized.
- Protect those who surface credible systemic concerns.
Model:
- Own failure personally without diffusing blame.
- Accept consequences before demanding reform from others.
- Restore the trust and well-being of those harmed.
Do you have the humility and courage? If not, it’s just theatre. And people can tell.
(Read the entire UK Post Office Scandal series here.)
“it shows that forgiveness doesn’t mean erasing accountability or “moving on” before justice. It means refusing bitterness while still insisting on truth.” ~ I love this 🙏
I’m so glad this resonated, Trevor. What you’re modeling, the refusal to let bitterness take root while still standing firm for truth and justice, is rare and powerful. It’s the kind of leadership that doesn’t just expose what’s broken, but shows us what wholeness looks like. Thank you for your courage in living it. 🙏 And thank you again for sharing your experience and perspective from inside Fujitsu. It adds an important voice to this conversation.
Thankyou so much for exemplifying Godly leadership 🙏🙏
“Do to others as we would have them do to us”
Another excellent succinct and powerful article Mun – Wai, leaders with abundance like Jesus encouraged us to do to others as we would do to ourselves. Accountable for ourselves as well as requesting accountability from others. Forgiveness is so powerful and I have forgiven my ex colleagues yet not forgotten. Genuine response emanates viscerally from the body as shame is my friend and not my enemy. May the cultures shift in self serving and self preserving institutions so that the leaders encourage all employees including themselves to engage with their experiencing selves and not their remembering selves, to discard with the secret authors who all nurture the energy conserving cohesive narrative. I think that through biblical scripture real leadership will prevail with metacognition. 🙏
Thank you for sharing this, Trevor. Your distinction between the “experiencing self” and the “remembering self” is profound. So much of accountability theatre is about protecting the narrative, the “secret authors” crafting cohesive stories that shield power. Real accountability requires engaging with what we actually experienced, the shame we actually feel, the cost we actually bear.
Your journey, forgiving without forgetting, is a powerful witness. While it’s not easy especially when the experiences run deep, it shows that forgiveness doesn’t mean erasing accountability or “moving on” before justice. It means refusing bitterness while still insisting on truth.
Thank you for your reflection on accountability and the call to treat others as we would want to be treated. That principle would have changed many outcomes in this story.