Earlier quoted context omitted.
The part that seems to be missing these days, that was historically present in support orgs, is escalation . You’re always going to do the bulk of support through L1, and L1 support is going to be limited in terms of training and access. But ! The intended flow is that L1 recognizes when an issue exceeds their ability and escalates it up to L2+. And that’s where your talented (and empowered!) support engineers work.…
> Yet another cost for adding too many parties to something that could be better if it were simpler. But its not a cost from the perspective of the companies doj the outsourcing: the incentives are the way they are because the result is intended. Its not a cost of adding an extra party, it is part of the reason the party is added.
It’s entirely possible for a whole organization to want a good outcome, but construct an org chart where bad outcomes are guaranteed by the misaligned and incomplete incentives for sub-divisions.
E.g. the IT support org that is only measured on total spend and time to ticket closure