The Silent Killer: Infighting and Blame Culture

Imagine this: A company with immense potential, a strong market position, and talented employees. Yet, instead of thriving, it slowly crumbles from within. Why? Not because of external competition, not because of a bad product, but because of something far worse: internal wars. Infighting between teams, departments, and business units versus IT is the silent killer that too many organizations ignore until it’s too late.

The Root of the Problem

When teams stop working towards the company’s objectives and instead focus on looking good to the management board, the company is in danger. Politics takes over when success is no longer measured by impact but by perception. People start prioritizing their own image over collaboration, and the moment something goes wrong, the first instinct is not to fix it but to find someone to blame.

• Sales blames Marketing for weak campaigns.
• Marketing blames IT for slow execution.
• IT blames Product/Project for unclear requirements.
• Product/Project blames Leadership for unrealistic expectations.

And so, the cycle continues. Finger-pointing replaces accountability. Defensiveness replaces innovation. Fear replaces trust.

The True Cost of Infighting

This toxic culture doesn’t just create tension—it destroys companies from the inside. Here’s what happens when internal wars take over:

1. No Real Progress – Instead of solving real problems, teams spend time justifying why they’re not responsible for failures.
2. Slow Execution – Simple decisions take weeks because every action needs to be politically calculated.
3. Loss of Talent – The best employees don’t want to play these games. They leave, and what remains are those who know how to manipulate the system.
4. Customer Neglect – While teams fight, customers suffer. Poor service, delayed features, and a lack of real innovation kill competitiveness.
5. Stakeholder Distrust – When investors and executives see chaos instead of collaboration, they lose confidence. That’s when cuts begin.

The Way Out: A Call to Action

This is a public call to action for every company leader, manager, and employee reading this. If you recognize these symptoms in your organization, it’s time to act before it’s too late. Here’s how:

1. Refocus on Company Objectives

Every decision, project, and action should align with the company’s mission and goals—not individual or departmental success. Leadership must clearly define priorities and enforce alignment.

2. Stop the Blame Game

Accountability is about taking ownership, not shifting responsibility. Leaders must set the example by focusing on solutions rather than assigning blame.

3. Promote Cross-Team Collaboration

Break down silos by encouraging cross-functional teams and shared KPIs. If success is measured collectively, teams will work together rather than against each other.

4. Encourage Transparency and Psychological Safety

People should feel safe admitting mistakes and raising concerns without fear of retribution. This fosters learning and continuous improvement.

5. Hold Toxic Behavior Accountable

Infighting thrives when bad behaviour goes unchecked. Leadership must be bold enough to call out and address toxicity before it spreads.

Time to Choose: Growth or Self-Destruction

The truth is, that companies don’t fail because of market conditions or bad luck. More often, they fail because of internal dysfunction. When departments battle each other instead of external competition, the company is already losing.

So ask yourself: Are you contributing to the problem, or are you part of the solution? Are you focusing on winning together, or just making sure you don’t lose alone?

The time for excuses is over. It’s time to fix what’s broken—before it’s too late.