Tom Siebel: Paid to be paranoid
Published: 22 May 2002 13:12 BST
What kind of problems do you see most often?
There are software anomalies; there are documentation anomalies; there are project management problems; there are change management problems; there are operating system problems; there are networking problems and training problems. In projects of this size, believe me, there are always problems. And this is not specific to CRM. This is any large information technology project. This is what the world's really like. So we have a very rich support infrastructure to support our customers and get them through all these things.
The response I hear to the question of why software projects fail is that the customer did not plan well or didn't delegate well or made poor decisions. Is that really fair? Shouldn't the company selling a product that costs millions of dollars shoulder some responsibility for its ultimate usefulness?
Absolutely. This is the point I'm making. We don't see it as our obligation to simply deliver bug-free software. We do whatever it takes to make sure the customer succeeds. So absolutely, I think it should be the software company's responsibility. And this is the responsibility that we take upon ourselves.
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