In major metropolitan centres across North America, commuters and municipalities are left waiting for the train, specifically Bombardier trains. Subway cars destined for Montreal have been delayed by 4 years. How is it possible that no one realized some of the planned train cars would not fit through Montreal tunnels?

On a recent trip to New York, we encountered the widely broadcasted delays on the C Train.  What is causing this service issue for an estimated 150 million commuters monthly? The answer is production problems with Bombardier trains. It appears that in this Canadian company, no one is holding leaders’ Feet to the Fire©.

Moreover, Bombardier may find themselves embroiled in a costly lawsuit with the city of  Toronto. Ontario’s capital city placed an order with a Bombardier competitor as they have given up hope on Bombardier’s commitment to deliver trains on time for a new light rail system.

Such lawsuits are time-consuming, distracting and expensive. Typically, the only winners are the litigation lawyers. When organizations embed a culture with accountability, profits thrive. Bombardier is an example of what happens when such accountability cannot be found.

The Canadian government has reportedly loaned Bombardier $1.3 billion of taxpayer funds over approximately 20 years. This gives all of us insight into the costs of a dearth of accountability.

Boards, CEOs and executives must ensure that processes are in place, holding management and employees’ Feet to the Fire©. Gaps in accountability are costly to consumers and shareholders.

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