-----BEGIN PGP SIGNED MESSAGE----- Hash: SHA256 url: https://siaison.co/articles/unplanned-work/introduction published: 2025-10-19 17:42:00+11 author: Aaron Chilcott - --- BEGIN CONTENT --- If you've ever wondered what it feels like to watch 00,000 evaporate every hour while simultaneously juggling flaming servers, angry customers, and a CTO who's one outage away from spontaneous combustion, then welcome to the greatest show on earth: the IT department during unplanned work season (which, spoiler alert, is every season). The story you're about to read follows Frank Mueller through the carpeted corridors of corporate chaos, where metaphorical clown shoes squeak with every step toward inevitable disaster. While Frank and his circus-themed catastrophes are fictional, the numbers behind them are painfully, empirically real. Every statistic woven through this narrative comes from rigorous research by organizations like IBM ^[35], Sophos ^[36], and the IT Process Institute ^[1]—the kind of research that makes CFOs wake up in cold sweats. Consider this: if your organization has more than 500 employees, unplanned work and its most visible symptom—downtime—likely costs you over 00,000 per hour ^[37]. That's not hyperbole; that's data from surveying thousands of organizations worldwide. In Australia alone, this invisible productivity vampire drains 6 billion annually from the economy ^[33]. For context, that's enough to buy every Australian a very nice laptop, set it on fire, and still have money left over for marshmallows. But here's what the studies don't capture in their bar charts and percentages: the human experience of being trapped in what I call the "Infinite Loop of Doom." It's that special purgatory where you're so busy putting out fires that you never have time to fix the broken gas mains that keep causing them ^[1]. After two decades of helping organizations escape this loop—and having been trapped in it myself more times than I care to admit—I can tell you that the solution isn't just technical. It's about recognizing the patterns, understanding the true cost of "we'll fix it properly later," and having the courage to stop the carousel even when everything seems to be on fire. Frank's journey through the big top of technical debt and into the light of sustainable IT operations mirrors the path I've watched dozens of organizations travel. Some make it out quickly. Others need a few pie-in-the-face moments before they realize that running IT like a three-ring circus isn't actually a compliment. All of them discover that the cost of fixing the problem is a fraction of the cost of living with it. So adjust your rainbow wig, check that your red nose is properly honked, and step right up to witness the spectacular transformation of chaos into control. The admission price? Just your willingness to laugh at the absurdity we've all accepted as normal, and maybe—just maybe—the courage to do something about it. _The show is about to begin..._ - --- END CONTENT --- -----BEGIN PGP SIGNATURE----- iQIzBAEBCAAdFiEEDqKngdwfviqQ/riNHyKsU9UO54gFAmj1oX0ACgkQHyKsU9UO 54gGYRAAgwrtekh/kd4NN0FvnJnmB4fLwd895keTpGWpskZkCHTMYuTs/Ur7Jp7B b1PXfeItnfHp2+2qtbDc8ovNFmLVaJ8unxJW5Y0CWsUvlJbHxUgUmExyYIPwBarU 4EvNt7HsbYGBzT3zctBDgoz0PyCEMIU9eJqnTtaLlUNnq3Jd4ST9XAjA3MotIzNS V/lT8eKXA5vfXwcMCOtO5/qwdQBUbeac1aiM1ccALH11vzX33vVzF7em5R5H7Nvr +cvnzHewddPAevqgilPi1W67b/Af9SRJOi28cTuuySo/M9T+0SvigXpZK0fCRY4B ygh70+7XS3LN/lQpyihC12pZM/EZJcIN3m5j8FLZiiVKzDcj6s0SaB3uot4L9sxi EmDg7uomQMRKcVs1Jhe+dnkTf+oLUgNZDbcO4PCVAgyniHwgV28Rq7PiNeAs5TIh q89BgOR8hp90paftOeEJn3HIJC+nFOM+0cXRlfQaP6Fu4ormjaxCvWXxDs9tlGEW FSoEtyS00J3zH0UYZzZRNVPf15q1IyG9cTqz3lxKMCATrwAF0J8axq0pV/9fOqgn NHIZzmFJialiil9CQCHLA18ySfodDg6CpmVizWEMFicCbADWsp63XIi2T8QlDfb/ csmI8jXwCbwNjzTW620n817Csfz0OE4A3BZH8r8Iw3MmhESmLFE= =m4gD -----END PGP SIGNATURE-----

Unplanned work: In a carpeted office-space no one can hear the flip-flop of your clown shoes

Part 2 (coming soon)

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