When Business Accountability Becomes Personal

Only 42% of people globally trust government to “do what is right,” compared to 63% who trust business.

Introduction

Over the past week, a number of news stories have bolstered recent trends that the role of business, and the accountability of those leading it, is being redefined. Across sectors, leaders are finding that their decisions are increasingly being interpreted through a broader societal lens – and society is vocal about it.

What’s happening?

The CEO of Air Canada stepped down amid mounting reputational pressure following cultural missteps of being one deaf in a bilingual nation, raising familiar questions about accountability beyond financial performance.

At Five Guys restaurant, the CEO publicly acknowledged introducing staff bonuses partly out of concern for his safety. This followed a promotion that drove sales up 130% rather than the expected 20%, overwhelming operations and exposing frontline staff to frustrated customers.

Meanwhile, lawsuits against Meta continue to build, with parents arguing that its platforms are knowingly addictive to children, echoing early tobacco litigation.

Different sectors. Different pressures. But the same pattern – societal expectations are now directly shaping leadership reputations and risk.

Why it matters

Many leaders I speak to describe the same tension. They are managing complex systems, but being judged as if they have simple choices. It’s not something they have necessarily been taught to navigate – personally or professionally.

It reflects a broader shift in the relationship between business and society. A new social contract is emerging, one where expectations of business are expanding faster than the systems designed to govern them.

Five forces are driving this change.

1. Trust in public institutions is declining, and business is increasingly expected to fill that gap. When governments struggle to respond, whether on technology, public health, or social cohesion, attention turns to companies.
2. At the same time, radical transparency means business decisions are no longer contained behind office doors. Employees, customers, and the public can observe, interpret, and respond in real time.
3. Stakeholders have become more vocal and coordinated within their groups. Employees organise internally, customers mobilise externally, and investors increasingly link long-term value to broader responsibility.
4. Generational expectations are shifting. Younger workforces and consumers expect businesses to take positions on issues that previous generations would have considered outside corporate remit.
5. The boundaries between business and government continue to blur, with companies playing a more active role in shaping societal outcomes.

Together, these forces are reshaping leadership in three ways.

First, businesses are now seen as system actors, not just commercial entities. Their decisions are judged in terms of broader societal impact.

Second, decisions once considered as predominantly operational, are now interpreted as ethical – for instance, product design, pricing, or internal policies. They are increasingly assessed through the lens of fairness, intent, and responsibility.

Third, accountability is becoming personal. The CEO’s are public facing figures and increasingly exposed, and vulnerable. Visibility, scrutiny, and attribution have turned towards the individual.

What can leaders ask themselves?

• Where do we need to be explicit about what we will, and won’t, take accountability for?
• Are we at risk of overreacting to pressure, or under-responding and appearing indifferent?
• Could we clearly explain the impact of our products or decisions, especially on vulnerable groups?
• Where are we most exposed to misinterpretation, and how prepared are we to explain our intent?
• What am I now expected to take a position on that previous CEOs were not?
• Where could accountability become a source of competitive advantage, not just risk?

Two other leadership signals to watch

1. AI and workforce pressure: Several large tech firms are facing internal backlash over how AI-driven efficiency is affecting entry-level roles. The emerging tension is not just job loss, it’s whether companies are seen to be investing in reskilling versus replacement.
2. Retail theft and frontline safety: Major U.S. retailers are increasingly linking store closures and pricing decisions to theft and employee safety concerns. Operational issues are becoming public debates about corporate responsibility, inequality, and community impact.