Avoiding the blame game: How to avoid vendor finger-pointing when things go wrong

When things go wrong in business operations, especially when external vendors are involved, a blame game can often ensue. This can delay solutions and create unnecessary friction. A recent example involving Delta Airlines, Microsoft and CrowdStrike illustrates how quickly these situations can spiral out of control. For medium-sized enterprises, avoiding these pitfalls requires a proactive approach. By engaging a professional advisor to oversee vendor relationships, businesses can ensure accountability and focus on solutions rather than getting caught in unproductive conflicts.

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The challenge

In a recent article from The Wall Street Journal (pay-walled), Delta Airlines faced a major operational issue when its on-time performance system failed due to the CrowdStrike failure. The situation led to an unproductive blame-game among technology vendors and their customer, with each party pointing fingers rather than taking accountability. This incident highlights a broader issue that can arise in any organisation - when things go wrong, third-party vendors can often engage in finger-pointing, further complicating problem resolution.

This kind of blame-shifting is not unique to large corporations. It can affect any business that relies on external partners to deliver critical systems or services. The delays and inefficiencies caused by these disagreements can impact customer satisfaction, internal morale, and the bottom line. The reality is that when every vendor points to someone else, the organisation is left with the fallout—delays in solving problems, increased operational costs, and, often, strained relationships.

Medium-sized enterprises are especially vulnerable because they might not have the resources to effectively mediate these conflicts. Without a clear, neutral party to manage these dynamics, blame games can escalate quickly, causing long-term harm to the business.

The solution

One solution is to engage a professional advisor who can oversee vendor relationships, ensuring accountability and alignment with business objectives before problems arise. These advisors serve as neutral parties that hold all vendors responsible for their roles and contributions, facilitating more effective communication and faster problem resolution. By doing so, they help businesses avoid the paralysis that blame-shifting can cause, enabling smoother operations and better outcomes.

The lesson

The lesson from Delta’s experience is clear: managing third-party relationships requires more than contracts and SLAs—it demands oversight and clear communication. For medium-sized enterprises, working with a professional advisor can be the difference between a smooth resolution and a prolonged, costly blame game.

Get in touch with the CIO Studio team to discuss how a systematic and tech-informed approach to digital transformation can help your organisation deliver the very best in patient care.