Structured Change has an accredited CFAM (Certified Fellow of Asset Management) as its Principal. We can assist your organization is assessing its Asset Management Capability along with tailoring a Change Management Journey to align to ISO55000. Furthermore, Structured Change can assist Sales Teams to interpret Asset Management Fundamentals and Requirements.
Asset Management has varied interpretations and meanings. Asset Management considers the “Cradle to Grave” lifecycle on any asset both Physical and Non Physical. Through a series of disciplines, processes and competencies Asset Management provides a framework to deliver value. Value of course being defined by stakeholders and what they would like to get from an Asset.
When we think of an asset we immediately think of physical assets. A car, machine or road are good examples of physical assets. In terms of non physical assets we have things such as Intellectual Property, Company Branding and Human Capital as examples. All are considered to have a life cycle (Cradle to Grave) and therefore all can be managed in a similar way. This is where Asset Management plays its part.
Change Management also has many meanings to people. In order to successfully bring Asset Management and Change together an holistic approach needs to be applied. The four principles listed below underpin ISO 55000 (Asset Management) and are the areas of consideration to assure change is delivered with integrity.
Every step of the change roadmap needs to deliver true value to stakeholders. All too often a change initiative sets out with great enthusiasm in the early days only to find that other demands and forces distract the journey and before you know it the journey has become a premature destination that looks nothing like the original plan.
By creating a roadmap with sensible and timely milestones along the way instills confidence amongst the wider stakeholders that adding value can be accomplished as well as the belief that the destination is realistic.
Stakeholders can be quite diverse and for this reason, the journey needs to consider how to build a Collective Intent amongst them.
The term Collective Intent describes the force that a group of like-minded people can have and when managed and nurtured becomes a positive driving force.
What is the underlying confidence in the systems, processes, and practices supporting an organization? If we set off on the journey are there repeatable processes in place to get us to the destination? Will they need to change or even be created in order for the journey to be successful?
Whether it is a simple procedure or work instruction through to a complex ERP system assurance (predictability) is a crucial structural element that needs to be considered as part of the journey
In any journey, there is a degree of “push vs pull” or “stick vs carrot”. Leadership pulls stakeholders into the journey whereas management pushes people onto the journey. Leadership exposes the Collective Intent of people and uses this force to responsibly balance both appetite and ability.