This is a tough one. Unless you are 5 minutes away from giving the double-finger salute (which it sounds like you are not), you're going to have to figure out w

This is a tough one. Unless you are 5 minutes away from giving the double-finger salute (which it sounds like you are not), you're going to have to figure out what they actually need. I hear this frequently when someone needs X to be done, but so far have received no advice other than, "only person A" can do that. The response is often some version of, "why not?" followed with, "I don't know, only person A has access to it" The initial request usually comes from higher in the food chain. Usually the requester is used to dispatching responsibilies to (organizationally) nearby people and having their requirements carried out. This doesn't mean that such people actually want (in this case) to actually remove all access control. They want thing X and they want to move on with their bits of the process feeling like thing X is handled and will be delivered forthwith. Rather than start with the Why This Is a Bad Idea list, meet with them towards figuring out what X actually is and what needs to be changed to support bringing it about. If they push back, mention how data security affects public perception of your kind of NP. I mean, no one wants to give their PPI to an outfit that is known for ignoring the safe-keeping of their clients' data. I have found that going into such a meeting with technical guns blazing can overwhelm the bandwidth of (often management) those you need information from. Make it about X and the people that need X. What do they need to accomplish? What are their timelines? What has broken down such that this issue has arisen? Is person A available to assist? If you do it right, the requestor will see a scenario where the initial advice was merely incomplete and that you were the person to see about it the entire time. You might need to make a short-term adjustment for an instance of X to happen (that's all very well and good, but this was supposed to go put yesterday!) but the org managers might start seeing you as someone to engage ahead of someone up-top making uninformed decisions that could have unfortunate long-term consequences.