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Service catalog: Difference between revisions
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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. | 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 | 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 in 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. | 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. | ||