When you first create a status page, it’s probably because you want to communicate outages to your customers. The faster you can share details about an outage, the sooner your customers know what’s going on, and the more effectively they can handle the outage.

Communicating promptly – in clear language – builds trust. And as a young company with a customer centric focus, that’s your top priority.

So why is it that as an industry, we no longer fully trust the status page of large service providers?

Take AWS, for example: an industry joke is that their status page is evergreen. It got so bad that Corey Quinn created stop.lying.cloud as a simplified, more ‘truthful’ version of the AWS status page. While discontinued now, Corey’s site used to filter the ‘sea of green’ for the services that were broken, helping AWS customers to quickly navigate components during stressful outages.

In a similar theme, just this week Gergely Orosz observed “Slack’s status page reports 100% uptime since Feb 2022” despite widespread DNS issues and many customers seeing Slack blackouts. It seems clearly wrong to read 100% if you’re one of the customers who were impacted, after you (presumably) fell back to smoke signals and handwritten notes for communication earlier that week.

But if you follow that thread, you’ll find a Slack engineer hinting at a very different perspective…

What’s going on here, then? What does Cooper mean by “primary purpose … is to convey to customers whether they’ll be receiving refunds”?

B2B and ELAs

Slack is a B2B company, meaning their customers are businesses rather than individuals. When B2B companies sell software, they sign enterprise license agreements with their customers which include provisions around uptime.

Often termed service level agreements (SLAs), they are a commitment to a level of service – usually expressed as ‘99.9% uptime’ or similar – that if breached, entitles the customer to compensation.

This might seem unrelated until you realise that as a company grows, you need a standardised way to communicate uptime to your customers that everyone – business and customer – can agree is accurate, and relevant to SLA measurement and compensation. Now perhaps because it’s already there, or because having a ‘status page’ that reports more downtime than an alternative legal measure isn’t tenable, the status page often becomes the official measure.

From that moment on, it becomes difficult to use the page in the same way. As publishing an incident or uptime statistics can expose the company to financial penalties, you need an ever-increasing amount of buy-in from senior (and sometimes non-technical) leadership before you can give an update. Even if the end result is the same – and you end up publishing the update – adding executives to the incident loop delays comms, often meaning customers have already had to fend for themselves before you notify them.

Not as simple as it may have seemed. And it’s not just B2B customers who find themselves in this situation.

It sucks for B2C too

While B2C companies rarely bake SLAs into contracts with individual customers, they have a different set of challenges when it comes to publicly updating status pages.

Firstly, and this concern is shared with any company that has large customer base, publishing an incident is not free. If you have 1M customers and you notify them all of an incident via your status page, just 0.1% of those customers need open a support ticket for it to bury your ops team for days.

You might say “so what, who cares? that’s the price of doing business”. But the truth is most incidents only impact a handful of customers, and if you notify for every incident, you’re creating a huge amount of unnecessary stress and worry for those who aren’t impacted. On a human level, if all those customers spend just 1 minute reading your email, that sums to about 2 years of human life spent on an issue that may not impact them.

As if that wasn’t enough of an incentive to carefully consider updates, being ‘too’ open can hurt your business beyond SLAs and wasted time.


When in an RFP process with prospective customers, you’re in a negotiation where the buyer will look for reasons to lower the price. It’s not unusual for the buyer to look through a company’s status page and find incidents to strengthen their argument: “you’ve had several incidents over the last few months, just look at your status page!”.

For product people involved in these processes, this can be an uncomfortable discussion. No doubt you published those updates to do right by your customers, aiming to be transparent and help resolve the issue as quickly as possible, but now a prospect – who would benefit from this behaviour if they become a customer – is using it against you.

You might respond by being even more open about how you measure uptime, how your SLA works, why the customer shouldn’t worry about this. I’ve been there before, in one case reviewing our process for calculating uptime and building a data model that calculated – from request logs – the exact uptime for each customer, helping identify who qualified for credits and how much.

Sadly, this didn’t go as I’d hoped. The truth is that service quality is extremely hard to quantify in a single number, and if you’ve got anything even remotely accurate on a per-customer basis then it’s likely pretty complicated. Sharing the details of this mechanism with the prospect, who was a non-technical but legally savvy buyer, did not help. In fact they got so tangled in the details that it made negotiation even more sticky, in a nasty situation where being fully transparent had made the prospect trust us even less.

Finally, being open about your incidents can feel a bit like a mug’s game. No matter your industry, you’ll have competitors who are less open than you about their issues, keeping a spotless status page despite you knowing they have frequent, severe outages. That can work against you in sales processes, or if you’re unlucky enough to be in a regulated industry, can even have your regulators question why you are so ‘bad’ in comparison.

Where do we go from here?

Clearly it is in everyone’s interest to have transparent, prompt communication and useful/accurate uptime reporting for software. But I hope you see that by applying penalties and building uptime into contracts, we’ve created a number of incentives that work against this.

It is a real-world example of Goodhart’s Law, in that as soon as we began using uptime as a target, it stopped being a useful measure.

So what is an ideal alternative? For me, as a naive engineer, I’d love to see the industry start viewing clear and transparent communication in past incidents as positive signal about a working relationship. After all, we know incidents are a fact of life, and it’s much better to be honest about them than hide.

If we could couple that philosophy with break clauses in software contracts in case of poor service, I think we’re be a good step away from the nickle-and-dime culture of service credits that can compromise transparency. After all, if the service is really that bad, surely you’d prefer to find another provider than fight for a 10% refund?

Sadly, with large companies placing millions on the line, that’s a difficult change. Lawyers write and sign-off on these contracts and are hired to minimise company exposure, which makes it hard to view a software service contract as more of a partnership than a transaction. Additionally, while this might work well for services like Slack where downtime means you lose an hour of productivity but soon bounce back, it’s less suited to critical infrastructure that can seriously harm a business if down for more than a couple of hours.

Perhaps we can’t change the system, but I have hope we might change the game. Two options that come to mind are increasing the perceived value of great incident comms, or improving the tooling companies use to communicate to ease the difficulties this post has outlined.

It’s something we spend a lot of time thinking about at incident.io, and already have a few ideas in the pipeline. So watch this space!

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