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 | | 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...
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...
