Opinion A journey of change Mohamed Salem, Junior Consultant at AMCL and Content Lead for the IAM UK NxtGen Committee, asks Alexander Damas, Principal Consultant at AMCL, for his views on how we can unlock the value of data and technology T Alexander Damas Mohamed Salem Organisations often view data as a separate entity, unrelated to their physical twin. However, managing asset information and data is an integral part of all asset operationsit permeates every facet of what we do Alexander Damas is a Principal Consultant at AMCL and a Chartered Mechanical Engineer. He started his career working for Transport for London (TfL) as a Maintenance Engineer and has more than seven years of experience. He currently specialises in digital advisory and asset information, focusing on harnessing the right data and technology tools for clients. Mohamed Salem is a Junior Consultant at AMCL, having graduating with a BSc in international business and an MSc in data analytics and human resource management. At AMCL, he has been working in the rail and road public sectors delivering strategic asset management projects. he realm of asset management is witnessing a growing demand for technological advancements. Nonetheless, the path to implementing change is often faced with challenges as organisations grow and become increasingly complex. The focus on enhancing safety through the establishment of regulatory requirements and standards often leads to unintended outcomes for business performance, impeding genuine progress as a result. As asset management consultants, it is our responsibility to encourage organisations to evaluate their risk appetite. Unfortunately, many businesses find themselves struggling to navigate the complexity of managing risk and change. Change teams find themselves caught in a culture resistant to doing things differently, facing conflicting views and agendas. While we cannot directly implement change for our clients, we can demonstrate the potential benefits and cost savings associated with investing in change initiatives. Reflecting on my experience working night shifts with the downstream operations team at Transport for London, I had a profound realisation of the far-reaching impact of change. I witnessed first-hand how my work could significantly affect the jobs of maintenance and operations personnel. This experience underlined the importance of recognising and focusing on the benefits of change, as they extend to every employee within the organisation. Data and information Organisations often view data as a separate entity, unrelated to their physical twin. However, managing asset information and data is an integral part of all asset operations it permeates every facet of what we do. Many of our clients find themselves in a state of being data rich and information poor because of inherited data that they didnt specify. Consequently, they struggle to understand what data they have or how it can be used. It is imperative for organisations to recognise the value of data in making effective business decisions. By illustrating how a small investment in data can yield substantial returns, we can help clients understand its true potential. For instance, during my time at TfL, I used machine learning and coding methodologies to investigate the factors that lead to underground fires. The model concluded with high confidence that certain factors contribute to these incidents. Armed with this knowledge, maintenance delivery was adjusted to prioritise high and low-risk areas, reducing costs over the long term and improving safety. This demonstrates how data can become the key to overcoming the challenges associated with technological change and resistance. The shift towards data-driven approaches and modelling techniques has become the new reality of engineering. However, data transformation poses its own set of challenges. Organisations must recognise the critical data required to make informed decisions, identify specific technology tools, and foster a forward-thinking and receptive culture to embark on this transformational journey. Why outcomes matter This realisation brings us to the focal importance of delivering tangible outcomes that directly address the needs and objectives of the business. Organisations can often find themselves setting their objectives, but being unsure of how these can be realised by teams across the business. Understanding the end state by defining clear measurable outputs and outcomes holds immense significance. It is the ability to view organisations as a system of systems that operate collectively to achieve their goals. In the context of technological change, it is crucial to assess how these changes will benefit the organisation and enhance its offerings. In a world where digital is viewed as the primary catalyst for change, we need to do a better job of cutting through the complexity and ambiguity to help organisations understand what is on offer and how it meets their needs. So, what fundamental steps should be undertaken to ensure the delivery of a successful outcome? 1. Clearly define the desired objectives, strategies, and roadmaps to achieve them. 2. Establish an integrated and aligned organisation that works collectively to deliver. 3. Define key performance indicators (KPIs) and measure their effectiveness. 4. Assign responsibilities and accountabilities, ensuring actions are delegated to drive outcomes. By embracing these steps, organisations can pave the way for delivering impactful change and maximising the benefits derived from technological advancements. Empowered by data-driven decision-making and guided by clear objectives, businesses will flourish in the ever-evolving landscape of asset management.