Freedom, Inc_ - Brian M. Carney [91]
Disney’s key executive assistant, he’d learn about the problems and offer help even before the executives asked for it. He then expanded his assistance to “concierge” services. A big follower of the theater and music scene in Paris, he helped the Americans get tickets to the best shows and tried to spend time with them so that “they didn’t feel lonely in Paris.” Through his exchanges with these executives he also learned that there was some discomfort between Euro Disney and EDS, because EDS insisted on imposing its preferred technical solutions on its client. Then, big news broke: Euro Disney’s chief operating officer in charge of IS outsourcing, Larry Sullens, had been short-circuited by EDS, which had been unhappy with Sullens’s choices and had complained to his superiors. Moreover, knowing that Sullens was under pressure to finish everything before opening day, EDS was pushing him to drop GSI in order to accelerate and simplify certain clauses of the contract, which was still in negotiation. The COO was both furious—“cuckolded,” according to Szulevicz—and pushed to the wall, which made Szulevicz’s day.
Szulevicz quickly invited Sullens to lunch. Somewhere between the main course and dessert Jacques touched upon the sensitive issue.
“I’ll be honest with you: EDS is our competitor so I’m talking as an interested party. But you won’t be able to work with them,” he said.
“Why?” asked Larry, intrigued.
“Because, one, they behave badly with their French suppliers,” Szulevicz said, planting the first doubt. “For example, they had a serious row with all the hotels in the [Euro Disney] resort. I don’t know if you realize what it takes to work well with French suppliers. Two, EDS will have to hire and manage French people here. It’s not simple to deal with French labor.”
“You’re right, but what can I do?” asked Sullens, giving Jacques an opening to detail his suggestion.
Lunch ended. Sullens called his Burbank headquarters and explained to his superiors that he was experiencing serious difficulties and delays with the main contractor, EDS. On the other hand, the second contractor, GSI, was doing a great job, always helpful and resourceful. It could be useful to reopen the bid and allow GSI to run for the whole project. The American boss asked to see GSI. Sullens swiftly passed this news to Szulevicz, prompting him and another colleague to jump on yet another Paris–L.A. flight.
Once there, Szulevicz met a group of executives and explained, “You asked us to come, but I want to say that you have nothing to lose.” Szulevicz began with his favorite opening: “The fact that you show EDS that you’re meeting another supplier proves that you are not stuck, that you have leverage over them. So it will make them more flexible. But, as far as GSI is concerned, we’ll fight with all the energy you know we have. You’ll receive a great proposal. At a minimum, you’ll get better prices and better conditions, but most important, you won’t have your hands and feet tied.”
“This is fine, but it’s impossible that in one month you could catch up with the contract clauses already negotiated with EDS during an entire year,” the U.S. boss countered.
“Well, you don’t know me. I’ll make it work,” Szulevicz replied. He picked up the phone and called Chairman Raiman, putting the loudspeaker on.
“Hello,” Szulevicz said. “I’m here with our Disney colleagues who have a question: Do you think we’ll be able to make up the backlog in the negotiation process we have with regard to EDS? Can GSI dedicate the resources so that in one month we catch up?”
“Sure.