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But ''O, Paradox'': the COO unit ''itself'' can become so complex that it presents its own scale opportunities. Beyond a point, it becomes so complex, so inefficient, that one should appoint a [[chief operating officer]] ''for the chief operating officer’s office'', tasked with consolidating all the diaspora of COO functions groups, initiatives and change managers into a single function. | But ''O, Paradox'': the COO unit ''itself'' can become so complex that it presents its own scale opportunities. Beyond a point, it becomes so complex, so inefficient, that one should appoint a [[chief operating officer]] ''for the chief operating officer’s office'', tasked with consolidating all the diaspora of COO functions groups, initiatives and change managers into a single function. | ||
As you know the [[JC]] is principally concerned with the management of in-house legal. Once upon a time the [[legal department]] itself was a kind of operations office, there not to dispense legal advice so much as manage the outsourcing of legal work to law firms... and, er, check the firm’s name was spelled and punctuated correctly on the [[football team]]. That’s “Wickliffe Hampton S.A., acting through its London Branch”, everybody! | |||
{{sa}} | {{sa}} | ||
*[[Redundancy]] | *[[Redundancy]] | ||
*[[Scale paradox]] | *[[Scale paradox]] | ||