I've been a major incident manager. It works great to have a hardass like me giving orders on a conference bridge: stuff gets fixed really fast! People pull out

I've been a major incident manager. It works great to have a hardass like me giving orders on a conference bridge: stuff gets fixed really fast! People pull out laptops at little league games and get it done. The outage is solved, and business goes on. I look like a genius. The problem is that, if a major incident is the only process in your organization that results in things getting done in a reasonable amount of time, there is a large temptation to declare them for everything. Somebody wasted 6 months failing to renew our contract with the payment processing vendor because other stuff was being prioritized above it? Open a major incident and we'll get them to call the vendor CEO at home on Sunday. We're a big account, so they'll answer. It's the end of the fiscal year and if we don't decomm this expensive system like was promised, a VP somewhere will lose their bonus? Declare a major incident and ElevenLathe will get it done in a few hours, even if it is Thanksgiving. I would page on-call people at any hour of the day for real emergencies without hesitation, but always asked for orders in writing to page people (not executives, but real people) who weren't on call, or for nonsense like this. This got annoying so they started assigning other incident managers to the nonsense.