InformationWeek

January 11, 1999

Secret CIO:
The Useless Estimate

Avoiding a battle that can't be won may just reinforce arrogant behavior

By Herbert W. Lovelace

t had been a long time since Kratmeyer, our head of international operations, had snarled at me in a meeting. On one of his infrequent respites from global travel, he even smiled as we passed in the hallway. I began to be lulled into a state of calm. A few times, I even considered saying something in his defense when one of my colleagues would make a biting statement about him.

Fortunately, I never gave in to the urge. Otherwise, I would have been even more angry with myself the day he pulled one of his typical moves.

It was a bright and windy Thursday when Kratmeyer's assistant called and asked me to stop by his office in about 10 minutes. I did as I was bidden and watched as Kratmeyer took a sip of his coffee, and waited for him to speak. It didn't occur to him to ask if I would like a cup. On the other hand, his lack of courtesy could be considered a plus, since rumor has it that he makes that gesture only to higher-ups or to people that he intends to fire or have fired--and I certainly am not above him on the corporate ladder of power.

"Herb," he finally said, "we are making an acquisition of a small business, and we will be moving their headquarters here. I've written into the purchase agreement that we'll get off their computer systems in 90 days, so you need to get moving on making things happen. I figure you should have enough time to do it. I would also like an estimate of the cost and the milestones so I can be sure we keep on schedule."

I sat there, digesting what he had said. My irritation increased proportionally with the pain from the acid in my stomach.

I could feel my blood pressure rising. He and I had been over this subject more than once. I had explained that we could do a better job for him with less risk to the company if we knew early on when he was planning an acquisition or divestiture. I had even suggested that by reviewing the terms of the agreement, we could save him some money on computer license transfers and the fees for services during the transition. He had always nodded when I spoke, but would never commit himself.

Knowing that if I argued, he would just go to Phil, our president and CEO, and complain about the lack of cooperation, I sighed and said OK, but it would have helped if we had been involved earlier. "Not possible," he retorted. "We have to keep the lid of secrecy on these things. Only those who needed to know were in on the negotiations. Besides, you've always delivered in the past.

"Much to your credit," he added, glancing at his watch.

Not willing to be dismissed so easily, I smiled and asked him why the need for an estimate. After all, I said, we are committed to the conversion and nothing we say will change what it will actually cost. We'll have to scramble to get the job done, so why waste time on the estimate?

You would have thought I was speaking a foreign language. "Because I want to know the cost and not give you a blank check," he said. "I may be satisfied with what you've done in the past, but I intend to hold you to your estimate, assuming I like it."

I didn't expect any other type of answer and I know I shouldn't have baited him, but I was tired of telling my troops that they'd once again have to rip up their schedules and work nights and weekends on a deal on which they could have had a little more time.

We will make sure this acquisition goes as smoothly as the other ones. My staff will do their typical good job--after all, otherwise we'll be blamed for any and all problems. Complaining to Phil is useless, but I wonder whether by avoiding a battle that I can't win, I'm just reinforcing Kratmeyer's arrogant and inconsiderate behavior.

Unfortunately, I know the answer to that question.

Herbert W. Lovelace is the CIO at a multibillion-dollar international company. Herb practices his day job under an alias and has changed the names of colleagues to protect the guilty. Send him E-mail at lovelace@home.com. He'll provide real answers--and whimsical comments--to your questions on InformationWeek Online at www.informationweek.com.