by Martin Kerr | | Asset Management, Culture & Behaviour, Decision-Making & Risk, Leadership & Governance
I have spent much of my career working with contracts from both sides of the fence. I have sat on the client side responsible for outcomes, performance, risk and value. I have also sat on the supplier side responsible for delivering against contractual requirements,...
by Martin Kerr | | Culture & Behaviour, Data & Information, Decision-Making & Risk, Frontline & Operations
The organisation creates a culture where either the system or seniority becomes unquestionable. When people are unable or unwilling to challenge data, professional judgement, or established assumptions, they can suppress conflicting evidence rather than investigate...
by Martin Kerr | | Asset Management, Data & Information, Leadership & Governance
Information continues to exist without clear ownership, maintenance or assurance long after its reliability has deteriorated. Because the information remains visible in corporate systems, decision-makers may assume it is current and authoritative, creating the...
by Martin Kerr | | Asset Management, Culture & Behaviour, Decision-Making & Risk, Frontline & Operations
The organisation unintentionally rewards behaviours that undermine enterprise value. Capable people make rational decisions against the targets, budgets, and incentives they have been given, but collectively those decisions increase lifecycle cost, shift risk between...
by Martin Kerr | | Asset Management, Culture & Behaviour, Leadership & Governance, Transformation & Capability
Critical operational knowledge becomes disconnected from strategic decision-making. Frontline employees may see emerging asset risks, deterioration patterns, and practical constraints long before they appear in corporate reporting, meaning investment and lifecycle...
