Organisational development
Organisational development
Creating a culture of asset management improvement is a journey.
Implementation of asset management is not only the provision of systems and processes. It also requires a different attitude, behaviour and culture from the people who need to work with them. We believe that asset management only makes sense when people want asset management. From the beginning of each project, Pragma looks at getting people motivated to apply asset management so that our clients get the result they want.
Implement asset management effectively
The successful implementation of asset management depends on the commitment of employees. This is why we consider attention to organisational factors such as leadership, culture, capacity and competence to be of great importance. These factors have an impact on the effective development of asset management. What is effective in some situations can be less effective in other situations, so a universal roadmap for asset management implementation is not suitable. Instead, we have developed a tailor-made approach: ‘People and implementation’. This approach considers the unique dynamics of your organisation and leads to optimal asset management.
From asset management principles to practice
A sense of the importance of asset management arises through a process of common meaning. Working according to asset management principles often requires adjusting employee behaviour, and this depends on changing their perception. Focusing only on results and behaviour is not effective. The journey to get there is important. Going through a process together of meaning, in which asset management principles are translated into everyday practice, contributes to effective change. It is only when people change their perception of reality that there is room for new behaviour.
Hard and soft elements in asset management implementation
Organisations consist of a technical-business domain and a social domain. The technical-business domain consists of ‘harder’ elements such as rules, processes, systems and structures. The social domain consists of ‘softer’ elements, the most important of which are behaviour and culture. Softer elements also include motivation, (personal) leadership, emotion and experience. We think it is important that the attention to both domains is balanced. An example is decision-making: an overly objective approach to making asset management decisions and ignoring the subjective side of them – and vice versa – does not lead to better decision-making.
Support for asset management
Pragma believes that the involvement of your employees in making asset management principles applicable to their regular processes is a prerequisite for the success of asset management. It is important that everyone knows their role in the big picture and how it contributes to achieving the asset management objectives. Basic knowledge is important, but people only really learn by applying it.
Asset management awareness training
Talking about change is not the same as ‘doing’ change. Pragma has developed specific training courses to create more awareness about asset management among employees. We have done this training at various types of organisations, and it has proven to be effective. The training is not about asset management – it’s about the day-to-day work of the people and their contribution to the organisational objectives.
Cultural dimensions
Behaviour is closely related to the culture of an organisation. Pragma has developed a culture assessment that can indicate the extent to which your organisation’s current culture inhibits or stimulates the application of asset management. Understanding a possible cultural gap makes dialogue about it possible. Another successful tool is the ‘willingness to change’ measurement, which gives insight into which issues are affecting the desire to change. This is often an eye-opener for management.
Working with asset management
Pragma advises applying the principles and methods of asset management immediately in the work of your employees. This can be done by piloting implementation in various areas, thus creating a learning organisation. The result is working with asset management instead of working on asset management.
