Regarding bean counters and the way they run businesses, and the (often) disastrous results that occur is based on the way said bean counters have become more (unduly) influential in running a company.
It is not just in aviation where a accountant's qualification somehow brings with it expertise in all areas of business from sales, marketing, HR, operations, manufacturing, after-sales etc etc.
Instead of concentrating on "keeping score", which is the fundamental purpose of an accountant, they play with spreadsheets all day cutting back capital expenditure here and there and then reporting to the board how wonderful they are because they have saved £xxx and get a pat on the back from all around the table..
Consequences from these actions, such as not investing in the correct amount of crew, ie cancelled flights, overstretched employess etc and then simply tackled as and when (and intentionally if) they happen...
It's the "we'll cross that bridge if we come to it" method of management...
Until a fundamental rethink of the way business are financed and run by executive boards is imposed and implemented there will be no change to the way businesses are run.
For what it's worth, I think that company boards should in their corporate governance rules always have to plan and implement policies that (with the best of intentions) should ensure company success for the next 25 years. This would readdress the balance quite quickly from fast buck earning by short term careerist board members to the employees of the company that actually ensure the business runs day to day, and who's goodwill is constantly mined by beancounters' decisions...
Sorry it's a bit rambling, but I hope you get the idea.