You build it, you run it.

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"Moreover, people with a limited action repertoire often impose old categories to classify what they see and mislabel unfamiliar new problems as familiar old ones so that they can act on them. For example, if firms traditionally decouple authority from responsibility and hold frontline people responsible for outcomes but don’t give them the authority to ensure those outcomes, this limited way of working may well be imposed mindlessly on new fast-moving situations where high performance is possible only when responsibility and authority coincide. There’s more than a grain of truth to the saying that when all you have is a hammer, every problem looks like a nail."

-- Managing the unexpected