by Martin Kerr | | Asset Management, Culture & Behaviour, Data & Information, Leadership & Governance
The organisation creates sophisticated data governance structures without changing the behaviours that determine data quality. Poor information practices then become institutionalised inside apparently compliant processes, giving decision-makers confidence in...
by Martin Kerr | | Asset Management, Culture & Behaviour, Data & Information, Organisational Change Management, Transformation & Capability
The organisation invests heavily in technology but continues to operate through old behaviours, processes, and decision structures. The EAM system then becomes an expensive recording tool rather than an Asset Management capability, while expected improvements in...
by Martin Kerr | | Asset Management, Culture & Behaviour, Decision-Making & Risk, Transformation & Capability
Thousands of seemingly minor operational decisions can progressively alter the organisation’s exposure to cost, risk and performance without ever appearing in formal governance. Individually, these decisions may appear reasonable; collectively, they can create...
by Martin Kerr | | Asset Management, Culture & Behaviour, Leadership & Governance, Transformation & Capability
The organisation develops a false sense of maturity because its frameworks, policies and processes appear complete while actual behaviours remain unchanged. Leadership may believe Asset Management capability is embedded when critical decisions are still being made...
by Martin Kerr | | Asset Management, Culture & Behaviour, Data & Information, Decision-Making & Risk, Frontline & Operations
The organisation removes the workaround without understanding the operational need that created it. In doing so, it can unknowingly remove an informal control, information source or decision mechanism that employees have developed to compensate for a weakness in the...
