Envision and enacting is the overarching goal of the first pair of complementing roles. The insightful visionary helps the business explore how technology can drive innovation while the able pragmatist makes it possible to bring innovation plans to life.


By: Johan Willemse


In his book Tales of Old Japan, A B Mitford, the British ambassador to Japan in the 1860’s, describes his attendance as a witness to the act of seppuku by an officer of the Prince of Bizen, who gave the order to fire upon the foreign settlement at Hyôgo.


The conduct of the officer, by giving the order to fire, was considered unbecoming and he was instructed to do penance for his behaviour by committing to ritual suicide required by the Japanese code of honour. Mitford records the last words of the officer as follows: “I and I alone, unwarrantably gave the order to fire on the foreigners at Kobe and again as they tried to escape.


For this crime I disembowel myself and I beg you who are present to do me the honour of witnessing the act.” “Absolutely insane,” “Unreasonable in the


extreme,” “Shocking” and many similar expressions will most probably be the responses of people to this huge over-commitment to duty and responsibility and similar acts. Such reactions will be perfectly understandable as instances such as the above most probably stretch accountability too far.


Nevertheless, Mitford’s account of the event reminds us of the high esteem in which accountability for one’s actions was once held.


What then does our esteem for accountability look like today?


Daily employers, customers, communities and the general public are confronted with individuals and organisations that blatantly refuse to accept any accountability for their actions.


The mayor of a large city who is unwilling to accept accountability for the city’s


Accountability : The slow poison


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