This balls-to-the-walls approach to SOA is one of the shortest and straightest roads to software development hell. I've seen appaling amounts of money disappear in failing projects this way. (Ever wonder what happened at Colours? I used to, until I found out...)
In this wonderland of things being decoupled you find pretty quickly that a lot of functionality gets duplicated in multiple layers, and whenever that functionality is at all subtle, you'll find that every implementation is wrong with different bugs.
A while back I worked with some guy who was into REST and HATEOS and PhD thesises about as valid as Carlos Castenada's and the result was his team spent a year and a half building an app that took 20,000 REST calls and 40 minutes to start. In a week of whole-system thinking I was able to get that down to one POX call and 20 seconds.
He never forgave me.
If you're in one of those organizations that uses scrum as a substitute for project management, failure is even more assured with SOA. Because then, when a whole-system problem needs to be solved, everything has to be synchronized against the phony deadlines imposed by the process so something that could be done in 6 days ends up taking 6 weeks.
SOA gives people the illusion they're managing complexity so now they can throw a 20 person team at a job a 4 person team could do. The 20 person team might get the job done 10% more quickly than the 4 person team, but it's five times as productive at creating bugs. The 4 person team is more "agile" because it spends resources on satisfying business needs rather than creating levels of encapsulation just to have encaspulation, then discovering at the last minute they put walls in the wrong places and need to take out the Sawzall (if they don't hand out the pink slips)
The ultimate way to fight complexity is to fight it directly, that is, don't create it. Every artifact you create is like a puppy you'll need to take care of. Every address space you cross is another thing that can screw up, so don't do it because "it's the thing to do", do it because there is a real gain that overcomes the very real cost.