Accountability

Across many mature organisations, the same phrases seem to keep coming back, like “Aligned with best practice”, “The control is in place”, and “We followed the framework”. They survive failure. They survive scandal. They survive the people who used them last time. The question worth asking is perhaps not whether they are accurate, but why they are so robust. The usual explanations cover bureaucratic inertia, regulatory capture, and the well-documented limits of organisational learning. These are real, but they are not the most interesting part. The more interesting possibility is that these phrases are doing useful work. Just not the work they appear to be doing. ...

Europe does not lack power. It lacks responsibility. From national governments to supranational institutions, boardrooms to bureaucracies, decisions are made daily that affect millions. And yet, ask the average citizen who actually decided to privatise their rail service, greenlight a mega-merger, or rubber-stamp a controversial directive, and you’ll be met with a shrug. Somewhere, a meeting happened. A hand was raised. And life changed, with no one to call, no one to vote out, and no one who seems particularly bothered either way. ...

In certain corners of politics and punditry, a curious thesis has been gaining ground: that our societies are teetering on the brink because of an “oversupply of elite.” Too many graduates, too many experts, too many laptop-class professionals sipping ethically sourced coffee while redesigning the world from their glass towers. It’s a neat little idea. Trouble is, it’s also largely nonsense. This article unpacks the claim, considers its strongest arguments, and then gives it the send-off it deserves, ideally with a clipboard and a gentle push down the escalator of wishful thinking. ...