I’ve seen well-intentioned initiatives introduce new processes, reporting requirements, systems and controls, all designed to improve organisational performance. Yet too often, these requirements simply add to existing workloads rather than changing or replacing how work is done. The irony is that something intended to improve efficiency and decision-making can end up creating more complexity, frustration and resistance. I’ve always believed a good management system should make it easier for people to do the right things, not create extra work just to demonstrate compliance. From an Organisational Change Management perspective, we need to understand what we’re asking people to do differently, what they can stop doing and whether the additional effort creates genuine value. If Asset Management becomes something people do on top of their jobs, rather than part of how they do their jobs, perhaps we’ve missed the point.
Asset Management initiatives often introduce new requirements: forms to complete, data to capture, meetings to attend, assessments to perform, and approvals to obtain.
Most of these requirements are justified. The issue is not usually the individual activities, but their cumulative impact.
When organisations add new expectations without removing existing ones, everyday work becomes harder.
That raises an important question:
Are we redesigning work, or simply adding Asset Management tasks to an already full workload?
In my experience, management systems create the most value when they help people perform their roles more effectively. They should integrate with work, not compete with it.
There are certainly times when additional controls and information requirements are necessary. However, organisations should be able to explain their purpose, identify who benefits, and demonstrate the value they provide.
Organisational Change Management helps clarify these questions. What new activities are being introduced? Which existing activities can be eliminated? Who uses the additional information? Is the effort involved proportionate to the outcomes being achieved?
Without clear answers, sustaining adoption becomes much more challenging.
Asset Management should improve organisational performance and decision-making. If implementation simply adds work, it may be time to rethink the approach rather than the people expected to follow it.
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