When a corporation keeps missing the mark, the groups responsible for independent challenge should not escape scrutiny. Their job is not to protect relationships, preserve invitations, or stay in the good graces of senior executives. Their job is to raise uncomfortable truths.
If an oversight organization has become known more for executive access and polished diplomacy than for confronting weak results, it may no longer be serving a useful purpose. At that point, reducing or rebuilding the function is a legitimate business decision.
Responsibility starts with the person leading it and continues through the executives who report directly to them. They set the tone, chose what to challenge, and decided how forcefully to communicate the company’s failures. If that leadership structure prioritized proximity to power over accountability, it should be replaced—not rewarded with continued headcount and influence.