82,891
edits
Service catalog: Difference between revisions
no edit summary
Amwelladmin (talk | contribs) No edit summary Tags: Mobile edit Mobile web edit |
Amwelladmin (talk | contribs) No edit summary Tags: Mobile edit Mobile web edit |
||
| Line 4: | Line 4: | ||
:“''Centralizing services also acts as a means of identifying service gaps and redundancies that can then be addressed by the enterprise to improve itself<ref>In other words, firing people.</ref>” | :“''Centralizing services also acts as a means of identifying service gaps and redundancies that can then be addressed by the enterprise to improve itself<ref>In other words, firing people.</ref>” | ||
In other words, you write down everything each machine, system, application or employee<ref>One of these kids is not like the others. One of these kids is not the same.</ref> is meant to do. It is a way of atomising and articulating every function in the organisation as a means of measuring, costing and [[operationalisation|operationalising]] every role. This will excite the [[middle manager|management]] layer - | In other words, you write down everything each machine, system, application or employee<ref>One of these kids is not like the others. One of these kids is not the same.</ref> is meant to do. It is a way of atomising and articulating every function in the organisation as a means of measuring, costing and [[operationalisation|operationalising]] every role. This will do two things: (1) it will excite the [[middle manager|management]] layer: they will regard it as - a master key that unlocks all kinds of “[[redundancy|efficiencies]]”, and (2) it will licence [[jobsworth|those at the coalface who are so disposed]], on grounds of the preserving the integrity of the control environment, to decline to take any action or accept any responsibility not explicitly assigned to them in the catalog. | ||
A [[service catalog]], that is to say, is the [[jobsworth's charter]]. | |||
The point at which a [[service catalog]] becomes irresistible is the [[tipping point]] where your organisation has so large and sprawling that the potential economies of scale outweigh the costs of disenfranchising all your local [[subject matter expert]]s by jamming them into a universal model that won’t ''quite'' fit ''any'' of their local day to day experiences, and depriving them of the autonomy to use their subject matter expertise to make pragmatic decisions on the hoof to keep the organisation moving. | The point at which a [[service catalog]] becomes irresistible is the [[tipping point]] where your organisation has so large and sprawling that the potential economies of scale outweigh the costs of disenfranchising all your local [[subject matter expert]]s by jamming them into a universal model that won’t ''quite'' fit ''any'' of their local day to day experiences, and depriving them of the autonomy to use their subject matter expertise to make pragmatic decisions on the hoof to keep the organisation moving. | ||