InformationWeek

August 2, 1999

Secret CIO:
If Only I Had An SLA

Service-level agreements are not always the solution to mutual understanding

Secret CIO never cease to be impressed by people who spend tremendous amounts of time building internal service-level agreements in their companies. I read the many articles written about them to discover their motivation, their plan of attack, and the results. It must take an unbelievable effort to figure out exactly what everyone expects and the proper metrics to quantify how well things are going.

And then to put all of it down on paper! It boggles the mind. Think of the work by all the parties to support the enviable goal of understanding one another and ensuring that there are no miscommunications. Just imagine what could be achieved if this level of effort could be diverted into actually increasing sales or perhaps even developing new products. So it was with some dismay that I heard the latest brainchild of our president, Philip T. Whitestone.

Karen Lovell, VP of planning, and I were in the cafeteria just starting our lunch when along came Phil and Sid Gornish, our CFO, carrying their trays. Phil is moving slowly because he always says hello and smiles at the low-level types who dot the tables. He feels it gives him a warm and humane image among the troops. His noblesse oblige is touching. Gornish, on the other hand, nods toward those he knows and moves on, the minions parting in his path.

Phil asks if they can join us. We are appropriately honored.

It doesn't take long to learn why. Phil enlightens the three of us--from Gornish's expression it's clear he is hearing Phil's idea for the first time. "I was talking to Charlie Adams, and he made a good point. I thought I would bounce it off you, Karen, since Charlie used to work for you. And, Herb, since it impacts your shop, I'd like to get your thoughts on it, too."

Charlie Adams is a former planning manager and heads one of our smaller business units. He was put into his job by Phil ("Concepts Don't Fix Problems") even though Karen had serious reservations about his ability. His debut was not promising; Gornish tore him to bits ("Sorry, Charlie--You Blew It") over an ill-conceived proposal.

Phil continues his exposition, saying that Charlie feels his group is being hurt by IT problems and that if we had published service levels that he could depend upon, he could make his goals. Sid snorts, but Phil, undeterred, asks Karen what she thinks about the idea. Very carefully, she says that the plan for Charlie's organization is achievable and does not depend on technology. She also points out that the other business units are not using this excuse.

Silence Is Golden
Of course, I am livid--but for once, I keep quiet. Phil then asks me my opinion. As I am attempting to frame a response, Sid interrupts, "Well, I don't know what Herb thinks, although I can imagine. I will say that I'm all for discussion about what is required for a business unit to succeed, but as the biggest user of IT in the place, I don't need to waste my time or anyone else's with written service agreements or anything like them. Trust me, if Herb doesn't do what I require, regardless of what is written on a piece of paper, he'll hear about it, and I'll expect to know exactly what is being done to fix it."

With that, he goes back to eating. After a moment, Phil says he was just testing the waters and appreciates our input. It's clear the idea is dead and that Charlie has to find another ox to gore in his quest to avoid responsibility. I sit there feeling grateful to Karen and Gornish, whose sentiments sway many decisions in our company. For all of Sid's hard-nosed arrogance, he is always honest and straightforward. Against my wishes, I'm beginning to like the guy.

I wonder if he is mellowing or if, perhaps, I am finally getting more worldly.

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.