Simplicity is a form of art...

Hypergovernance is a bad thing, but do not dismiss optimal governance
by Sven Vermeulen, post on Thu 11 September 2025

I once read a blurb about the benefits of bureaucracy, and how it is intended to resist political influences, autocratic leadership, priority-of-the-day decision-making, silo'ed views, and more things that we generally see as "Bad Things™️". I'm sad that I can't recall where it was, but its message was similar as what The Benefits Of Bureaucracy: How I Learned To Stop Worrying And Love Red Tape by Rita McGrath presents. When I read it, I was strangely supportive to the message, because I am very much confronted, and perhaps also often the cause, for bureaucracy and governance-related deliverables in the company that I work for.

Bureacracy and (hyper)governance

Bureaucracy, or governance in general, often puts a bad taste in the mouth of whomever dares to speak about it though. And I fully agree, hypergovernance or hyperbureaucracy will put too much burden in the organization. The benefits will no longer be visible, and the creativity and innovation of people will be stifled.

Hypergovernance is a bad thing indeed, and often comes up in the news. Companies loathing the so-called overregulation of the European Union for instance, getting together in action groups to ask for deregulation. A recent topic here was Europe's attempt for moving towards a more sustainable environment given the lack of attention on sustainability by the various industries and governments. The premise to regulate this was driven by the observation that principally guiding and asking doesn't work: sustainability is a long-term goal, yet most industries and governments focus on short-term benefits.

The need to simplify regulation, and the reaction on the bureacracy needed to align with the reporting expectations of Europe, triggered the update by the European Commission in a simplification package it calls the Omnibus package.

I think that is the right way forward, not for this particular case (I don't know enough about ESG to be any useful resource on that), but also within regulated industries and companies where the bureaucracy is considered to dampen progression and efficiency. Simplification and optimization here is key, not just running down things. In the Capability Maturity Model, a process is considered efficient if it includes deliberate process optimization and improvement. So why not deliberately optimize and improve? Evaluate and steer?

Benefits of bureaucracy

It would be bad if bureaucracy itself would be considered a negative point of any organization. Many of the benefits of bureaucracy I fully endorse myself.

Standardization, where procedures and policies are created to ensure consistency in operations and decision-making. Without standardization, you gain inefficiencies, not benefits. If a process is considered too daunting, standardization might be key to improve on it.

Accountability, where it is made clear who does what. Holding people or teams accountable is not a judgement, but a balance of expectations and responsibilities. If handled positively, accountability is also an expression of expertise, endorsement for what you are or can do.

Risk management, which is coincidentally the most active one in my domain (the Digital Operational Resilience Act has a very strong focus on risk management), has a primary focus on reducing the likelihood of misconduct and errors. Regulatory requirements and internal controls are not the goal, but a method.

Efficiency, by streamlining processes through established protocols and procedures. Sure, new approaches and things come along, but after the two-hundredth request to do or set up something only to realize it still takes 50 mandays... well, perhaps you should focus on streamlining the process, introduce some bureaucracy to help yourself out.

Transparency, promoting clear communication and documentation, as well as insights into why something is done. This improves trust among the teams and people.

In a world where despotic leadership exists, you will find that a good working bureacracy can be a inhibitor for too aggressive change. That can frustrate the wanna-be autocrat (if they are truly autocrat, then there is no bureacracy), but with the right support, it can indicate and motivate why this resistance exists. If the change is for the good - well, bureaucracy even has procedures for change.

Bureaucracy also prohibits islands and isolated decision making. People demanding all the budgets for themselves because they find that their ideas are the only ones worth working on (everybody has these in the company) will also find that the bureacracy is there to balance budgeting, allocate resources to the right projects that benefit the company as a whole, and not just the 4 people you just onboarded in your team and gave macbooks...

Bureaucracy isn't bad, and some people prefer to have strict rules or procedures. Resisting change is a human behavior, but promoting anarchy is also not the way forward. Instead, nurture a culture of continuous improvement: be able to point out when things go beyond their reach, and learn about the reasoning and motivation that others bring up. Those in favor of bureacracy will see this as a maturity increase, and those that are affected by over-regulation will see this as an improvement.

We can all strive to remain in a bureaucracy and be happy with it.

Feedback? Comments? Don't hesitate to get in touch on Mastodon.

Is IT a DORA CIF?
by Sven Vermeulen, post on Mon 27 January 2025

Core to the Digital Operational Resilience Act is the notion of a critical or important function. When a function is deemed critical or important, DORA expects the company or group to take precautions and measures to ensure the resilience of the company and the markets in which it is active.

But what exactly is a function? When do we consider it critical or important? Is there a differentiation between critical and important? Can an IT function be a critical or important function?

Digital Operational Resilience Act
by Sven Vermeulen, post on Sun 12 January 2025

One of the topics that most financial institutions are (still) currently working on, is their compliance with a European legislation called DORA. This abbreviation, which stands for "Digital Operational Resilience Act", is a European regulation. European regulations apply automatically and uniformly across all EU countries. This is unlike another recent legislation called NIS2, the "Network and Information Security" directive. As a EU directive, NIS2 requires the EU countries to formulate the directive into local law. As a result, different EU countries can have a slightly different implementation.

The DORA regulation applies to the EU financial sector, and has some strict requirements in it that companies' IT stakeholders are affected by. It doesn't often sugar-coat things like some frameworks do. This has the advantage that its "interpretation flexibility" is quite reduced - but not zero of course. Yet, that advantage is also a disadvantage: financial entities might have had different strategies covering their resiliency, and now need to adjust their strategy.

Diagrams are no communication channel
by Sven Vermeulen, post on Thu 05 September 2024

IT architects generally use architecture-specific languages or modeling techniques to document their thoughts and designs. ArchiMate, the framework I have the most experience with, is a specialized enterprise architecture modeling language. It is maintained by The Open Group, an organization known for its broad architecture framework titled TOGAF.

My stance, however, is that architects should not use the diagrams from their architecture modeling framework to convey their message to every stakeholder out there...

Sustainability in IT
by Sven Vermeulen, post on Sun 25 September 2022

For one of the projects I'm currently involved in, we want to have a better view on sustainability within IT and see what we (IT) can contribute in light of the sustainability strategy of the company. For IT infrastructure, one would think that selecting more power-efficient infrastructure is the way to go, as well as selecting products whose manufacturing process takes special attention to sustainability.

There are other areas to consider as well, though. Reusability of IT infrastructure and optimal resource consumption are at least two other attention points that deserve plenty of attention. But let's start at the manufacturing process...

Getting lost in the frameworks
by Sven Vermeulen, post on Fri 26 August 2022

The IT world is littered with frameworks, best practices, reference architectures and more. In an ever-lasting attempt to standardize IT, we often get lost in too many standards or specifications. For consultants, this is a gold-mine, as they jump in to support companies - for a fee, naturally - in adopting one or more of these frameworks or specifications.

While having references and specifications isn't a bad thing, there are always pros and cons.

Containers are the new IaaS
by Sven Vermeulen, post on Sat 21 May 2022

At work, as with many other companies, we're actively investing in new platforms, including container platforms and public cloud. We use Kubernetes based container platforms both on-premise and in the cloud, but are also very adamant that the container platforms should only be used for application workload that is correctly designed for cloud-native deployments: we do not want to see vendors packaging full operating systems in a container and then shouting they are now container-ready.

Defining what an IT asset is
by Sven Vermeulen, post on Sun 13 February 2022

One of the main IT processes that a company should strive to have in place is a decent IT asset management system. It facilitates knowing what assets you own, where they are, who the owner is, and provides a foundation for numerous other IT processes.

However, when asking "what is an IT asset", it gets kind off fuzzy...

An IT conceptual data model
by Sven Vermeulen, post on Mon 17 January 2022

This time a much shorter post, as I've been asked to share this information recently and found that it, by itself, is already useful enough to publish. It is a conceptual data model for IT services.

Ownership and responsibilities for infrastructure services
by Sven Vermeulen, post on Thu 13 January 2022

In a perfect world, using infrastructure or technology services would be seamless, without impact, without risks. It would auto-update, tailor to the user needs, detect when new features are necessary, adapt, etc. But while this is undoubtedly what vendors are saying their product delivers, the truth is way, waaaay different.

Managing infrastructure services implies that the company or organization needs to organize itself to deal with all aspects of supporting a service. What are these aspects? Well, let's go through those that are top-of-mind for me...