Service line
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The service line is a concept beloved of management consultants, and those in the higher management strata who are bewitched by their honeyed words.
May be muttered under the same breath as service delivery, often in the same tedious sentence as a service catalog, the fact that mid-level autocrats in operations are going round describing themselves as part of the “service line” is as good an indication as you need to know your organisation is captive of moribund bureaucrats and people with MBAs.
If you want to understand the pathology behind those who use this accursed phrase, here it is in the wild (in the context of hospital administration—observers will note it is not just we parasitic banking types who suffer this affliction: the heroic men and women of the health sector, too, is blighted by similarly indecipherable management consultancy):
- What is the service line? The service line, is in its most simple explanation, is a reorientation of strategy, resource planning and allocation on the horizontal continuum across provider entities, versus a vertically oriented approach segregating provider types into independent operating units, or silos. It is the strategic and operational organization of cardiovascular services in a marketplace, wherever they occur—hospitals, clinic, long term care and the like. The theoretical value in the horizontal or service line approach is created in aligned and not duplicative investment strategy in program, staff, equipment and other resources required serving cardiovascular patients.
- Continues for several paragraphs in this vein at www.medaxiom.com
Makes you weep bitter tears, doesn’t it?