Most organisations understand the importance of strategic planning, directional and cultural alignment, and continual improvement – but how many of us are good at completing the process i.e. ensuring that new processes, methods and behaviours are embedded and results delivered? How can we avoid falling into the cyclic habit of over-selling a particular ‘solution’, achieving temporary enthusiasm, then disillusionment, disappointment and surging off in a new direction?
This paper considers the generic issues of motivation, commitment and the creation of an asset management culture in a sustainable form. These problems, and how they are managed, are then illustrated by a ‘live’ case study of a successful a organisation attempting to ‘closing of the loop’ at different levels of technical problem-solving, programme delivery and strategic organisation development.
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