Achieving collaborative practices through asset governance

Abstract

Organisations are increasingly realising the need to work across functional and disciplinary boundaries to ensure effective Asset Management. A collaborative approach becomes more necessary as our assets become more complex. We are becoming more aware that no single function or discipline alone can know the best possible solution.

The benefits of collaboration across the asset lifecycle are clear throughout the research literature. For example, early phase cross-functional collaboration is widely seen as crucial for the success of capital projects.1 Community need is also thought to be best served through cross-disciplinary teams and multi-level collaboration on asset management.

Many other studies point to the positive relationship between effective collaboration, organisational innovation, and organisational performance.2 Yet, despite the benefits, organisations consistently report struggles to initiate, manage, and sustain a culture of collaboration to enable asset management excellence. Why? Because collaboration is often messy and difficult and multi-layered. The process of collaboration is rarely linear.

The Carousel Consulting model of collaboration describes three key components: A cultural concept of collaboration, the skills and mindsets necessary for collaboration, and the development of collaborative practices at an individual, team and organisational level. The focus of this interactive thought leadership session will be on the latter - building and maintaining collaborative practices. We will help participants navigate the messiness of collaboration and to find new ways of working to “hard wire” collaboration.

Ipswich City Council present a case study to support the concept of collaboration in a new asset management governance structure. Designed around a cross departmental asset ownership model, the governance structure requires collaboration to deliver effective asset decision making. The innovative approach to achieve is stepped through and the outcomes are discussed.

Through the case study and workshop activities we will illustrate ways to create working environments that reinforce collaboration as a core organisational value. We will share effective ways to “hard wire” collaborative practices by embedding them within existing business processes and systems, tools, and templates. We will use the model of collaboration to support participants to identify where to focus improvement efforts and try new things.

Participants will leave the session with tools and resources to support them to try new collaborative ways of working in their own practice.

1. Mehran Oraee, M. Reza Hosseini, David J. Edwards, Heng Li, Eleni Papadonikolaki, Dongping Cao, Collaboration barriers in BIM-based construction networks: A conceptual model, International Journal of Project Management, Volume 37, Issue 6, 2019 2. The Oxford Handbook of Innovation Management, Mark Dodgson, David M. Gann, Nelson Phillips, OUP Oxford, 19 Dec 2013