Our evolution has been a constant struggle to find the balance between the chaos of primordial nature and the order of cultural development. As a species, our primal wiring is to fear the unknown. But nothing remains the same, and all things must pass.
Nobody likes maintenance, except those who make a living from it. Car servicing and repairs not only cost you money—while your wheels are in the garage, your mobility and convenience take a hit, too. There’s just one thing worse than maintaining your assets. Not maintaining them.
Every dollar of the material prosperity we enjoy can find its roots in the industrial revolution and our ability to produce more for less. We came off the farms to work in the factories and delivered unprecedented growth in wealth for our toil.
‘Productivity isn’t everything,’ wrote economist Paul Krugman, ‘but, in the long run, it is almost everything. A country’s ability to improve its standard of living over time depends almost entirely on its ability to raise its output per worker.’ Productivity is simply a ratio of outputs to inputs. We would all like to learn how
Recently, I wrote about Asset Constraint Management and the capabilities required to achieve remarkable results. None of that will amount to much if you don’t encourage a systems thinking mindset with behaviours to match. Systems thinking is at the heart of what we do, encapsulated in our mantra: ‘know the whole, focus on the constraint’.
Peter Drucker quipped, ‘Business has only two functions—marketing and innovation.’ Early in my career, I focused obsessively on innovations in productivity. The really hard part, though, is convincing an organisation that a better way of delivering greater productivity exists. Allow me to try.