There is a difference between accepting responsibility for the actions of your subordinates/ your own actions and accepting blame for the failures of one of your superiors who stepped out of his area of responsibility and into yours just to override you on something that he had no business doing. If your leader sets you up for failure, the same logic you are using to assign the blame to yourself assigns the blame to him.

There is an even larger difference between being a person who is capable of recognizing when their employer is wrongfully blaming something on them and the person who constantly blames things on other people.

I don't know if applies in this situation or not. For all I know this guy could have personally written bad code for maps. The point is, universal statements such as "there is never it's not my fault at the executive level" are just plain false. It is an executive's fault if his subordinates do shitty work, but if the executive's boss ordered something that was impossible to accomplish with a given set of time, manpower, and resources then there is a good possibility that it isn't his fault. He might have to take the fall for it, but at the end of the day if that's what happened, then he knows he did the best he could and therefore shouldn't give a shit what anyone else thinks.

I love my job, I also loved having the opportunity to provide leadership and guidance for others. It is because of the love I had for my job that I would accept responsibility only for the things that are actually my fault(which includes the actions of my subordinates.) I understand that as a supervisor there's always the chance that I would get fired, demoted, or otherwise punished for a superior's mistakes, but that doesn't make it my fault or responsibility unless I actually made a mistake.

Steve Jobs can say "there is no it's not my fault" because at Apple, the buck stopped with him. I don't recall hearing anyone ever telling Steve Jobs that he couldn't do something, or overriding his design decisions. For lower levels of leadership, such as I experienced, there were about 50 different people who would constantly tell me what to do, even though only one person was actually tasked with doing so. Sometimes, my orders were poorly thought out. Sometimes they even contradicted orders given by other people. In situations like these, as I stated before, only a coward would accept the blame without evaluating the specific situation beforehand.