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Andrew S. Collier - Consultant

โš”๏ธ ๐—ช๐—ต๐—ฒ๐—ป ๐—ฆ๐˜๐—ฟ๐—ฎ๐˜๐—ฒ๐—ด๐˜† ๐—–๐—ผ๐—น๐—น๐—ถ๐—ฑ๐—ฒ๐˜€ ๐˜„๐—ถ๐˜๐—ต ๐—ฃ๐—ผ๐˜„๐—ฒ๐—ฟ: ๐—” ๐—ฅ๐—ฒ๐—ณ๐—น๐—ฒ๐—ฐ๐˜๐—ถ๐—ผ๐—ป ๐—ผ๐—ป ๐—™๐—ฎ๐—ฐ๐—ฒ๐—ฏ๐—ผ๐—ผ๐—ธ, ๐—˜๐˜๐—ต๐—ถ๐—ฐ๐˜€, ๐—ฎ๐—ป๐—ฑ ๐—œ๐—ฑ๐—ฒ๐—ผ๐—น๐—ผ๐—ด๐˜†

  • Writer: Andy Collier
    Andy Collier
  • Jun 6
  • 2 min read

โš”๏ธ ๐—ช๐—ต๐—ฒ๐—ป ๐—ฆ๐˜๐—ฟ๐—ฎ๐˜๐—ฒ๐—ด๐˜† ๐—–๐—ผ๐—น๐—น๐—ถ๐—ฑ๐—ฒ๐˜€ ๐˜„๐—ถ๐˜๐—ต ๐—ฃ๐—ผ๐˜„๐—ฒ๐—ฟ: ๐—” ๐—ฅ๐—ฒ๐—ณ๐—น๐—ฒ๐—ฐ๐˜๐—ถ๐—ผ๐—ป ๐—ผ๐—ป ๐—™๐—ฎ๐—ฐ๐—ฒ๐—ฏ๐—ผ๐—ผ๐—ธ, ๐—˜๐˜๐—ต๐—ถ๐—ฐ๐˜€, ๐—ฎ๐—ป๐—ฑ ๐—œ๐—ฑ๐—ฒ๐—ผ๐—น๐—ผ๐—ด๐˜†


๐Ÿ“– In February 2025, I read the book 'Careless People' by Sarah Wynn-Williamsโ€”an insiderโ€™s account of her time at Facebook (now Meta).


What struck me most wasnโ€™t just the misconduct or moral failures she documentedโ€”but how deeply misaligned the companyโ€™s internal ideology was with its public narrative.


๐Ÿชž ๐—ข๐—ป ๐˜๐—ต๐—ฒ ๐—ผ๐˜‚๐˜๐˜€๐—ถ๐—ฑ๐—ฒ:

A mission-driven, socially conscious, innovation powerhouse.


๐Ÿงฑ ๐—ข๐—ป ๐˜๐—ต๐—ฒ ๐—ถ๐—ป๐˜€๐—ถ๐—ฑ๐—ฒ:

A system ruled by entrenched oligarchs, protected by monarchic control, and propelled by a technocratic machine optimized for engagementโ€”not ethics.


๐Ÿ“‰ It was a company that preached openness and connection, yet according to the author, punished dissent and blurred lines between governance and power.


๐Ÿ—‚๏ธ ๐—ฆ๐˜๐—ฟ๐—ฎ๐˜๐—ฒ๐—ด๐˜† ๐—บ๐—ฎ๐˜† ๐—ต๐—ฎ๐˜ƒ๐—ฒ ๐—น๐—ผ๐—ผ๐—ธ๐—ฒ๐—ฑ ๐˜€๐—ต๐—ฎ๐—ฟ๐—ฝ ๐—ผ๐—ป ๐—ฝ๐—ฎ๐—ฝ๐—ฒ๐—ฟโ€”but it was corrupted by internal ideology, moral apathy, and unchecked authority.


๐Ÿ” This ties directly to my recent reflections on corporate strategy:


๐—ฆ๐˜๐—ฟ๐—ฎ๐˜๐—ฒ๐—ด๐˜† ๐—ถ๐˜€๐—ปโ€™๐˜ ๐—ท๐˜‚๐˜€๐˜ ๐—ฎ ๐—ฝ๐—น๐—ฎ๐—ปโ€”๐—ถ๐˜โ€™๐˜€ ๐—ฎ๐—ป ๐—ถ๐—ฑ๐—ฒ๐—ผ๐—น๐—ผ๐—ด๐—ถ๐—ฐ๐—ฎ๐—น ๐—ฑ๐—ฒ๐—น๐—ถ๐˜ƒ๐—ฒ๐—ฟ๐˜† ๐˜€๐˜†๐˜€๐˜๐—ฒ๐—บ.

When the internal belief system (culture, power structure, incentives) isnโ€™t aligned with the strategy or values espoused externally, the result is:

โš ๏ธ Misguided execution

โš ๏ธ Ethical drift

โš ๏ธ Erosion of trustโ€”internally and externally


๐Ÿ›๏ธ Facebook (as portrayed in the book) is a cautionary taleโ€” A modern-day technocratic theocracy where:

๐Ÿ“Š Metrics replaced judgment

๐Ÿง  Technocrats ran unchecked

๐Ÿ‘‘ Charismatic leadership took on near-imperial control

๐Ÿค” If you're leading an enterprise todayโ€”especially in tech, finance, or private equityโ€”ask yourself:


๐Ÿงญ ๐—ช๐—ต๐—ฎ๐˜ ๐—ถ๐˜€ ๐˜๐—ต๐—ฒ ๐—ฟ๐—ฒ๐—ฎ๐—น ๐—ถ๐—ฑ๐—ฒ๐—ผ๐—น๐—ผ๐—ด๐˜† ๐—ฑ๐—ฟ๐—ถ๐˜ƒ๐—ถ๐—ป๐—ด ๐˜†๐—ผ๐˜‚๐—ฟ ๐—ฐ๐—ผ๐—บ๐—ฝ๐—ฎ๐—ป๐˜†?

๐Ÿ—ฃ๏ธ Are you incentivizing courage or compliance?

๐Ÿ” Are your systems designed for transparency or plausible deniability?


๐Ÿง  ๐—™๐—ถ๐—ป๐—ฎ๐—น ๐—ง๐—ต๐—ผ๐˜‚๐—ด๐—ต๐˜:

  • Ethics, culture, and ideology aren't โ€œsoftโ€ issues.

  • They are the infrastructure of execution.

  • They either reinforce the strategyโ€”or they quietly sabotage it.


๐Ÿ’ฌ ๐—œโ€™๐—ฑ ๐—น๐—ผ๐˜ƒ๐—ฒ ๐˜๐—ผ ๐—ต๐—ฒ๐—ฎ๐—ฟ ๐—ณ๐—ฟ๐—ผ๐—บ ๐—ผ๐˜๐—ต๐—ฒ๐—ฟ๐˜€:

  • How are you balancing ambition with governance?

  • What frameworks have helped you institutionalize ethics beyond slogans?

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