|Home About Contact|
|Integration is defined by the dictionary as combine (one thing) with another so that they become a whole.
"The whole is greater than the sum of its parts" (I. Smuts).
What is being integrated
Listed below are the many types of things that the organization needs to integrate:
Knots in the Organization
"We learn the rope of life by untying its knots" -- Jean Toomer.
Problems sometimes manifest themselves as "knots." Knots can be tight or loose; deliberate or accidental; composed of many ropes or just one; and visible or concealed. Regardless, all knots require focus, patience and finesse in order to be untangled. In my experience working with different organizations, I have found that knots tend to arrange themselves in five areas.
1. Financial Knots
Here are some examples of financial knotty-problems I have seen organizations try to untangle:
2. Legal Knots
Here is a list of some examples of legal knotty-problems I have seen organizations try to untangle:
3. Political knots
Here is a list of some examples of political knotty-problems I have seen organizations try to untangle:
4. Technical & Physical Knots
Here is a list of some examples of technical knotty-problems I have seen organizations try to untangle:
5. Administrative & HR Knots
Here is a list of some examples of administrative and human resource (HR) type knotty-problems I have seen organizations try to untangle:
Knots hold Negative Energy that Needs to Teased Out...
The knot is what holds the problem together. The knot is therefore the manifestation of the energy in the problem. By untying the knot the negative energy is released.
It may be helpful to look at the knot from multiple angles to get a sense of its internal structure before attempting to pull at one of the threads:
What knots have you had to untangle in your organization? What approach worked best to loosening your knots?
Management of Integration
Listed below are some of the keys steps and core principles in the management of the integration process in an organzation:
Fig. Asset management requires the integration of several activities to realize value from assets. ISO 55001 helps with the alignment.
Fig. Some examples of political "knots" that trap negative energy in the organization and need to be untangled with finesse.
Fig. Clearly defined roles, responsibilities and authorities are one of the signs of good leadership. In accordance with ISO 55000, these must be coupled with appropriate structures and relationships to establish the asset.
Fig. Is your department pushing on a rope or caught in a tug of war? Functional silos will defeat the organization. All kinds of rope wars are futile. Once we put the ropes away we can focus on integration, collaboration and alignment are some of the critical success factors. How do you get all your departments to alignt to align to the risk register.
Fig. Asset management requires integration across all the W-Questions.
Fig. As we dig deeper into ISO 55001 we find the rich fabric of concepts woven into the seven chapters. This is where the nuances and complexities of asset management start to reveal themselves.
Fig. The journey to asset management maturity may sometimes feel like a maze.
Fig. The journey to asset management maturity may sometimes feel like a knot that needs to be untied.
|(c) Copyright Asset Insights, 2000-2013, All Rights Reserved - "Insight, foresight and oversight of assets"||