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Service catalog: Difference between revisions
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:“''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 | 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. | ||
A [[service catalog]], that is to say, is the [[jobsworth's charter]]. | This will do two things: (1) it will excite the [[middle manager|management]] layer who will regard it some kind of master key that unlocks all “[[redundancy|efficiencies]]”, and (2) it will licence [[jobsworth|those at the coalface who are so disposed]], on loyal grounds of the preserving the integrity of the control environment, to decline any action or 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. | ||
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This is part of a wider thrust to [[operationalise]] the organisation and eliminate redundancies. You, dear [[subject matter expert]], cannot fight it, because ''you '''are''' the redundancy the thrust is designed to eradicate''. | This is part of a wider thrust to [[operationalise]] the organisation and eliminate redundancies. You, dear [[subject matter expert]], cannot fight it, because ''you '''are''' the redundancy the thrust is designed to eradicate''. | ||
===Come the [[apocalypse]]=== | |||
The [[service catalog]] is also of a piece with the [[risk taxonomy]] in its conviction that the forward needs of the organisation are perfectly understood, anticipated, and pre-determined. There is nothing new under the sun. Unless we are on the brink of apocalypse - ''the'' [[apocalypse]] that is: the one with horsemen, not just any old calamity - it is logically mistaken. As the [[JC]] never tires of reminding us, [[Risk]]s, challenges and opportunities present themselves from undetected crevices in the [[space-time continuum]]. They are not languishing in plain sight within the pages of your [[playbook]]. | The [[service catalog]] is also of a piece with the [[risk taxonomy]] in its conviction that the forward needs of the organisation are perfectly understood, anticipated, and pre-determined. There is nothing new under the sun. Unless we are on the brink of apocalypse - ''the'' [[apocalypse]] that is: the one with horsemen, not just any old calamity - it is logically mistaken. As the [[JC]] never tires of reminding us, [[Risk]]s, challenges and opportunities present themselves from undetected crevices in the [[space-time continuum]]. They are not languishing in plain sight within the pages of your [[playbook]]. | ||