Asset Management Culture Survey
An Asset Management Culture Survey is about understanding the strengths and weaknesses of an organization in order to appreciate what changes need to occur, could occur, which direction to turn (if any), the steps to take and a sense of the problem(s) that an organization is trying to address.
A survey undertaken through meaningful engagement and care can be a positive experience for any organization. Further to the survey itself is the way in which Structured Change converts findings to create an Asset Management Journey plan underpinned by real messaging, communication and engagement.
Strengths and Weaknesses – Some organizations have a concern with using the word “weakness” as opposed to “opportunities for improvement”. This is business, and as leaders, we need to acknowledge that an existing weakness within an organization is in part a product of leadership. A caveat here is that leadership exists at all levels of an organization, however, Top Management needs to understand that they play a key role in reading situations and empowering the workforce.
Realistic and Meaningful Survey – The Asset Management Cultural Survey is designed around both ISO55000 and ISO55001. It isn’t a single dimension questionnaire for the sake of collecting and plotting data. It is designed around having a conversation with key representative roles across an organization, taking the feedback and assessing the feedback with a view on how best to move forward. The important thing to understand is the collective thinking, individual thinking, functional tensions, and the capture of key concerns, identifying common themes and of course, seeking opportunities.
The Assessment – It is relatively straightforward to assess ISO55001 because it exists on a set of “Shall Statements” (i.e. Requirements or must-haves). Evidence-based assessments are logical, tangible but they are more about a system than they are about people. (Although people will choose whether they want to adopt a system in the first instance).
ISO55000 is a principle-driven standard (Alignment, Assurance, Leadership, and Value). It is the art and science of combining of these principles (“fundamentals”) with the underlying Asset Management System (or Business System) to achieve the desired balance of Cost, Risk, and Performance.
The engagement survey explores themes running across the four fundamentals of ISO55000 plus the respective sections of ISO55001. (Organizational Context, Leadership, Planning, Support, Operation, Performance Evaluation and Improvement)
The figure above depicts a simple view (lens) on maturity. The goal of the Asset Management Cultural Survey is to identify ways in which to move people from the right side of this model to the left side. It takes trust, leadership, assurance, alignment and a willingness to do so. It could also be interpreted as a Micro-Management bias on the right, a Leadership bias on the left and a blend of the two in the middle.
Single Loop – On the right-hand side is an organization measure of people doing the task they are meant to do. This metric is important but isn’t conducive to continual improvement. Throughput or productivity is the core concern.
Double Loop – The organization is working well and testing the tasks. There is an open challenge on whether we are doing the right things? Productivity is still the focus but the quality of the process becomes the focus with an appreciation for the customer (Internal and External)
Triple Loop – The organization is at a point where it is determining what is important and what are the right things to do in order to achieve value. Is there a completely new way of doing something? In this area of the model, innovation is encouraged and any challenge is seen as “the way we do things” without people becoming protective or emotive.
Summary – The end goal of the Asset Management Cultural Survey is to identify the levers for change as they relate to people, then use the same levers on the underlying system. The combination of both people and system, (Intangible and Tangible) is the strength that will provide sustained change and not just a temporary “house of cards”.