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A [[service catalog]], that is to say, is a jobsworth’s charter. | A [[service catalog]], that is to say, is a jobsworth’s charter. | ||
It is hard to fault this logic, should logic be your constant and only frame of reference. All | It is hard to fault this logic, should logic be your constant and only frame of reference. All “services” must cost something, and so must be [[shredding|allocated]] back to a cost centre. 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 is therefore ''their'' problem, not yours. | ||
The point at which a [[service catalog]] becomes irresistible is | 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 [[tipping point]] at which a [[service catalog]] becomes irresistible is when 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 expert|subject matter expertise]] to make pragmatic decisions on the hoof to keep the organisation moving. That autonomy of course, is exactly the sort of risk management approach needed to manage a [[complex system]] like a multinational financial services organisation. | |||
Yet, again, we find that greatest of management follies: the [[service catalog]] speaks to the aspiration to manage a ''[[complex]]'' operation as if it were a merely ''[[complicated]]'', or even ''[[simple]]'' one. | |||
This is part of a wider thrust to [[operationalise]] the organisation and eliminate — by which I mean ''make'' — [[redundancies]]. You, dear [[subject matter expert]], cannot fight it, because ''you '''are''' the [[redundancy]] the thrust is designed to eradicate''. Your time will come, O [[subject matter expert]] — but, like most things in the unknowable henceforth, it may not be in time to save your bacon. “In the long run”, as [[John Maynard Keynes|Keynes]] had it, “we are all dead”. | This is part of a wider thrust to [[operationalise]] the organisation and eliminate — by which I mean ''make'' — [[redundancies]]. You, dear [[subject matter expert]], cannot fight it, because ''you '''are''' the [[redundancy]] the thrust is designed to eradicate''. Your time will come, O [[subject matter expert]] — but, like most things in the unknowable henceforth, it may not be in time to save your bacon. “In the long run”, as [[John Maynard Keynes|Keynes]] had it, “we are all dead”. |