A Stakeholder Analysis of a Bell Aliant Service Outage with Implications for Organizational Decision Making Models

In October, 2006 Bell Aliant, the primary provider of telephone and internet services in the Province of Newfoundland and Labrador, Canada, experienced a small fire in a building which housed both its main system and back-up system. As a result, both systems were disabled. Consequently, the capital city, St. John’s was left without telephone, cell phone, internet service and most incredibly without ‘911’ emergency service. This presented a potentially dangerous situation whereby over 150,000 citizens were unable to call the fire department or ambulance service. The gravity of this situation is illustrated by the following report in a local newspaper: