Historically there is a large number of cases of kings being arrested and sometimes even held accountable. A king is not immune, because he cannot easily fire his subjects, or get hired to a king's position in another kingdom. A CEO is in an easier situation, comparatively.

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jiggawatts 3 days ago | parent [-]

Arrested by the nobles in most such cases. I’ve never heard of the equivalent of a “popular uprising” or a “people’s revolution” ever occurring within a private enterprise. The law in western countries simply doesn’t allow for it — the hierarchy is entrenched in several parallel systems such as the police, judiciary, securities registrars, etc…

In practice 99% of large enterprise employees must “do as they’re told” and their only available alternative option is to quit.

I’ve never heard of any org where there is any kind of bottom-to-top accountability and if such a thing was promised I would be immediately suspicious that it’s just a gimmick intended to even further exploit the naive.

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bigbadfeline 2 days ago | parent [-]

> In practice 99% of large enterprise employees must “do as they’re told” and their only available alternative option is to quit.

I don't see this as a bug, it's a forced feature of a program that needs some other parts fixed.

The problem isn't local to any organization, it's lack of functional competition and that's due to systemic reasons which are beyond the reach of CBC, bottom-up or internal anything.

	▲	alnewkirkcom 2 days ago \| parent [-]
		A couple of things: The knee-jerk reaction is to think CBC and bi-directional accountability must be some movement or uprising led by subordinates in an attempt to check/curtail the control of their superiors, or to at least balance the scales a bit. In reality, I see CBC being deployed by leadership (i.e., by leaders, top-down) as a way of holding subordinates accountable more objectively. As a means of enabling meritocracy. As a signaling device to show credibility and fairness. As a management system that reduces politics and favoritism by forcing clarity. And as a cultural foundation that says: what matters here is outcomes, not optics (or theater). It just so happens to apply equally to leadership also, because every leader is also a subordinate to someone, whether it’s a board, investors, customers, or the market itself. Most leaders aren't a god-emperor.