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, 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, 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...
by Martin Kerr | | Asset Management, Frontline & Operations, Maintenance & Reliability
One of the biggest misconceptions in modern Asset Management is that it sits above Maintenance as a purely strategic discipline. While Asset Management provides governance, direction and lifecycle decision-making, its success is ultimately determined by what happens...
by Martin Kerr | | Asset Management, Culture & Behaviour, Frontline & Operations
People don’t adopt Asset Management because they understand ISO 55001. They adopt it because they understand how it improves their work. Many Asset Management initiatives begin with the right intentions. Organisations develop strategies, establish governance...
by Martin Kerr | | Culture & Behaviour, Decision-Making & Risk, Frontline & Operations, Organisational Change Management
In my days on the tools and even in my more senior roles, it always felt like no one trusted my intuition. It wasn’t always spot on, but usually it was very close. No one understands the inherent risks as front-line workers do, yet unless it’s in the...
