The question hit hard.
The CEO did not defend herself.
“I don’t know yet.”
“That’s not good enough.”
“No.”
“It isn’t.”
The analyst continued:
“If you had walked in as CEO, she would’ve been perfect.”
“Yes.”
“So now what?”
“What happens when the next manager is smart enough not to humiliate the CEO?”
There it was.
The flaw in the triumphant version of the story.
Undercover exposure made great drama.
It was terrible governance if required.
The CEO folded her hands.
“What would you change?”
The analyst looked surprised.
“You’re asking me?”
“Yes.”
“You run the company.”
“And you used the system we designed.”
“It failed you.”
“Tell me where.”
The analyst pushed the notebook across.
She had prepared six pages.
Independent complaint routing.
No local HR access to anonymous reporter identities.
Automatic board-level review when multiple complaints target one leader.
Exit-interview monitoring.
Promotion-review data.
Protection against retaliation through project assignments.
Random external audits.
Manager conduct included in compensation metrics.
The CEO read.
“This is good.”
“I know.”
The analyst almost smiled.
The CEO continued reading.
Then reached the final page.
“Employee ombuds office.”
“Yes.”
“Independent of HR?”
“Yes.”
“Reports to board committee?”
“Yes.”
“That is expensive.”
The analyst looked at her.