The Asset Journal, Volume 16, Issue 2
The world is a global network of organisations and businesses evermore interlinked, albeit now with change in the political scene in parts of the world, re-thinking existing societal needs and requirements of stakeholders in all areas of life, agility appears to gain more importance than ever. Ever changing marketplaces, society needs, and business purposes put their stamp onto today’s organisations and with that the Asset Management Landscape.
As Asset Management is intending to deliver on Business objectives, it is imperative that flexibility in organisational structure and adaptivity is built into an Asset Management System. In some of my previous studies about value in Asset Management, I concluded that there is impact on business and employees that are generated through a conscious application of Asset Management Systems. It requires strategies and structures with supporting processes in place, define roles and accountabilities of people and implement what we now call ‘smart’ technologies, and must remain flexible to adapt to change.
Traditionally, these elements appeared to be somewhat “static”, with strategies not changing infrequently, implying that people should best operate in one form or another of an infrequently changing organisational model and that technology can’t be upgraded continually. In a recent organisational review of an Asset Management System, I experienced many issues that would preclude the development of agile solutions for the future. Foremost of this observation is that upper management considers needs for change in using renewable energy and reducing pollution footprint, but the organisational structure relies on processes that have been in place for more than 10 years and are unlikely to change. Budgetary and investment constraints and margin pressures are cited as the underlying causes for not making required changes at the lower levels. Could this business succeed in an agile world?
How can a business be agile with these constraints and in many cases several layers of management with different agendas, especially in global organisations? Can today’s business systems be agile enough to respond to stakeholder requirements and needs when they increasingly change more frequently? Quick responding demand management may need to be the focus to create flexible and agile responses, and empowering employees to find different solutions aligned with changing demands. Technology is already the fastest changing element in businesses, which necessitates constant rethinking of use and application.
I think that people are the critical element to consider. Personnel shortages are already manifest in the post Covid environment. How do present communications and training systems cope with enabling agile and sustainable teams? More questions than answers at present. An Asset `Management `system is inherently able to provide an organisation with the structure to achieve agile outcomes. If kept agile in itself and provides for flexible organisational structures, that will support the next generation of Leaders, Managers and Workers.
The topic of agile Businesses and Asset Management Systems is still in its infancy but can generate much needed discussion and solutions not only on the Business level, but also in Government as society has ever changing demands., global changes dictate flexibility and services require adaptation to societal changes. Perhaps you want to contribute to the debate about agile Asset Management and like to forward your thoughts to the Asset Management Council?
Ernst Krauss
Editor in Chief
theasset@amcouncil.com.au
