April 05, 2011

I'm seeing the connections

I have to learn to stop being surprised by things that Paul says to us, which then go on to be true. Some of you may remember that he mentioned in our introductory KBAM session, that last year's MBE group found that this was the module where everything came together for them. Maybe it is because he said this, and so my bias has taken over and I have been looking, but for the past week, I have been seeing the connections everywhere, and when least expected. I feel like Russell Crowe in A Beautiful Mind (although hopefully a little less crazy - I'll let you all be the judge!).

For example, from CBE, the topic of organisational learning is vital to future asset management strategies. There's little point in getting assets in order unless you have developed the capabilities to continue to do so. From PEUSS, we are using the ideas of considering the product and our assets in a life cycle management approach, so that we can get the best possible use of them for ourselves and our customers. Risk management is also relevant. LE's influence is clear to everyone in all we do, particularly for those of us who volunteered to be leaders, but certainly also for everyone who has taken the time to consider the role they play within their team, and whether they want to be a star, fan, walking dead or urban terrorist. It also taught us about how to implement strategy. RDM has made us aware of our biases, and how assumptions we make impact our results, as well as methods for making the hard decisions on what to do with our assets, in an organised way. I could think of examples for the others, but I think you get the idea! ;-)

I think that the only EFQM enablers we haven't looked at directly are people, and partnerships. And people have been covered indirectly in pretty much everything we have done anyway; they are inseparable from the system! Not to mention we have OPP to look forward to... (and MOC still for me!) As for partnerships, well they haven't been ignored either exactly - there was the option in the CBE PMA, they featured in FACS and could well be a part of KBAM, especially if we decide to outsource. Not to mention that my project is focusing on them to a degree...

Ladies and gentlemen, we have the tools! It might only be April, but I feel it is incredible how good an overview we have of so many aspects of business and management. I've said it a lot, but I'll say it again - doing this MSc was the best decision I ever made.


- 3 comments by 1 or more people Not publicly viewable

  1. The managing lesson learnt in PEUSS is relevant as well and it is in CBE that we were introduced Deming and his theory! :)

    By the way, what do you mean by ‘getting assets in order’ and ‘developed the capabilities to continue to do so’??

    06 Apr 2011, 00:39

  2. You’re right, those are good examples too. My list was definitely not meant to be exhaustive – I just feel like my appreciation for the system is so strong now.

    For me, getting assets in order is the process of asset management – so, making the decisions about what to do with certain assets, like maintaining predictively, or deciding to outsource parts of facilities like catering. In effect, just what we are doing now. But it is possible to go through this process once and then just stop.

    Obviously, there’s no point in doing that, you have to think long-term, and develop your strategy for the future too. In my opinion, this is part of the task itself as well. So, development of capabilities would be the process of coaching the organisation towards being able to do these things itself, rather than requiring consultants every so often because assets have fallen into disrepair. We are meant to be helping to develop Waveriders’ approaches to asset and knowledge management to meet EFQM criteria – so maybe capability development is a little beyond our scope (thank God! this task is big enough…), but I feel that whatever we recommend should be viable beyond the short-term, so that Waveriders doesn’t have too many issues with it’s asset management (which is a continuous process) going forward.

    06 Apr 2011, 10:43

  3. I see your point Yanik. . . . . . And this is why we will have so many different presentaitons in this module. Everyone will have a different approach in their topic. . .. I am really looking forward for that. .. . For example we isolate Ledership or PIUSS from our solution. . We focus more in the asset management it self. ... . But the links are still there and i can see them as well. . . Excellent points well done. I was thinking of coming in you presentaitons as well but i have MOC…........

    06 Apr 2011, 18:46


Add a comment

You are not allowed to comment on this entry as it has restricted commenting permissions.

April 2011

Mo Tu We Th Fr Sa Su
Mar |  Today  | May
            1 2 3
4 5 6 7 8 9 10
11 12 13 14 15 16 17
18 19 20 21 22 23 24
25 26 27 28 29 30   

Search this blog

Tags

Galleries

Most recent comments

  • Nice examples Yanik, especially the second one from OPP that shows that the redundancy of knowledge … by on this entry
  • It was interesting to consider Nonaka's view of human resource redundancy as an knowledge asset and … by on this entry
  • Hi, Surya. I agree with you that human being get extremely paranoid now. It is extremely unfair to u… by on this entry
  • I really like the way you have coined the term knowledge economy and stuffs with its relative approa… by on this entry
  • Hi, Yanik. Great post here! When I saw the movies 'Lord of the rings' once again tonight, I was thin… by on this entry

Blog archive

Loading…
Not signed in
Sign in

Powered by BlogBuilder
© MMXXI