You see, Betty, like most in the sector was trying to lead the organisation and manage a complex and rapidly changing financial reform while flying blind on the true performance of the enterprise.
Then something really bad happened: the organisation's clients started switching to other providers and Betty's finance manager quit under the strain and demands of keeping up with the regulatory changes.
Which meant Betty had no idea if the cash flow was there to cover service delivery expenses and liabilities in a market changing so fast that she felt they were sinking through quicksand.
As you can imagine, Betty was in bad shape, stressed, and anxious.
The problem Betty had was she didn't trust her enterprise's financial and HR record keeping and was in no position to report with confidence to the board.
And the questions from the board were rolling in at a rapid rate....