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'''A [[service catalog]], that is to say, is the [[jobsworth's charter]].''' | '''A [[service catalog]], that is to say, is the [[jobsworth's charter]].''' | ||
It is hard to fault this logic, should logic be your constant | It is hard to fault this logic, should logic be your constant and only frame of reference. All my “services” cost something, and must be [[shredding|allocated]] back to a cost centre. The starting assumption must be that all valuable services have been catalogued and assigned to a particular group in the organisation. One should ''not'' carry out an uncatalogued service: it is either ([[Q.E.D.]]<ref>Ironic use of [[Q.E.D.]] here, by the way.</ref>) unnecessary and as such unshreddible, or it ''is'' shreddible, but only because it is in someone ''else’s'' [[service catalog]] and therefore it is ''their'' problem, not yours. By all lights, going “off catalog” is [[waste]]ful at best and liable to trigger [[turf-war]]fare between [[risk controller]]s, all of which will be meat and drink to the censorious wagging fingers of your [[internal audit]] folk when they come to visit. Self-inflicted wounds, all. | ||
The point at which a [[service catalog]] becomes irresistible is the [[tipping point]] where your organisation has become so sprawling that the potential [[redundancy|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 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 become so sprawling that the potential [[redundancy|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 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. |