I'm all wrapped up in work today, so I thought I would share a little of that. Here is an email I composed today to a subcontractor who informed me after he completed the fieldwork that (a) he did not have the support he needed, and (b) that the presence of our field engineer/supervisor was "not required":
Dear ****,
With regard to your remarks, I have a few observations:
We understand your requirement for a helper and we had communicated this to the customer at both *(site1)* and *(site2)*. In both cases the customer provided ***** personnel to support your specialists. I admit, at *(site1)* this was more difficult to accomplish due to a shortage of personnel; however, *(site2)* consistently provided support. If, as you say, this was not sufficient, it is the first time I am hearing about it. In the future, if you find that the support you receive is not to your satisfaction, I hope we can have a candid conversation about it during the field work and resolve it promptly.
Mr. *(ourperson)* was present at *(site2)* during this period to coordinate and supervise the work, interface with the customer, ensure communication despite the language barriers, and lend his assistance for troubleshooting. This is his role on our projects. There are several problems with the *(site2)* systems as I am sure you are aware. Our scope of work requires an evaluation of the systems, which includes but is not limited to the *(yourareaofexpertise)*. I am finding the information I received from you for the *(site1)** project to be a bit incomplete, in terms of an "evaluation". This is something I need to address with you soon so that I can finalize a report of that work. *(Site2)* is a different situation, and here we have two operating systems with minor problems which do not have a serious impact on the functionality of the systems (as was the case at *(site1)*). At any rate this work is not simple, not standardized, and no template currently exists for how to best perform a systems evaluation of this nature, so I expect that we will work together to achieve the stated objectives to everyone's satisfaction. I have no firm preconceptions about how this should be best performed, except that I think the types of tests performed should be similar to a system commissioning during a startup. Certainly this is something we need to discuss and improve further as this type of "specialized maintenance event" becomes (hopefully) more routine.
I believe a mutual understanding is important to accomplish this type of work, so please feel free to express your concerns to me and you can expect my sincere attention to the matter.
Also, I would like to point out that *(mycompany)* has extended a generous amount of trust in *(yourcompany)* by pre-paying for the work at *(site2)* This is a huge exception to our policy, paying for services months in advance of receiving them. However, I am happy to extend my trust to *(yourcompany)* based on your reputation in the industry, even though I have no previous direct working experience with you. I expect that you and your staff extend a certain amount of trust to *(mycompany)* as well, and that includes open communication about issues and problems.
Having said all this, I would like to add that I look forward to our continued working relationship.
Best Regards,
*(me)*
I just realized that this probably makes no sense at all without the backstory and with all those dang ****'s. But that's what I have today. I don't know, folks: seventeen years in this business and I am still shocked by the games people play. NaĆvete dies hard.
What I find useful about this exchange is that I finally understand what it means to be a "transparent" company. This buzzword has been thrown around corporate circles recently and I have been trying to decipher the meaning of it; I even brought it up in a recent management meeting. I asked, What does transparency mean? (apparently I take the "no such thing as a stupid question" proverb literally, and a bit far sometimes). No one rushed forth to tackle that question, but eventually I gathered that it has something to do with communication and visibility.
Now I have this subcontractor who serves as a tangible example of an extremely non-transparent company. I have defined something by what it is not. Saussure did that, and if this method was good enough for a 19th-century french linguist, it's good enough for me. Actually, he just did it with words; I'm doing it with corporations. In the future I think I'll start referring to myself as "the Corporate Saussure" in management meetings and see their reaction.
In fact, it's not fair of me to say that these are merely games that people play. These projects require the involvement of Germans, Americans, Spaniards, and Portuguese all working together, typically using english as the common language. It's only natural that clouds of doubt and a fog of confusion are muddling up our cherished transparency. This is the fundamental human condition: that no one of us is ever truly visible to the other. When cultural and language barriers are added on top of that, we have some major obstacles to overcome just to understand each other on the most basic level. More and more, I am learning that it is something I really, really have to work at.