Where are we going is a perennial question of continuing interest for all of us, and 15 years ago, a few colleagues and I got together in London to consider where AM might go. Using a Scenario Planning framework, we selected three pathways, each with two outcomes: strong (positive) and weak (negative) and 4 indicators to monitor each pathway.
We all wish to be confident and assured, but does this really mean being without doubt, or does it mean understanding and accepting that there must always be doubt - but nevertheless to be confident enough in our flexibility and in our ability to handle what life will throw up? I think we are better asset managers for taking the second route.
1. Select your focus,
2. Make it graphic,
3. Keep it visible.
Many SAM issues dealt with illustrations of the basics, and this is one of them.
The way you frame your problem determines the range of possible solutions. Here is an interesting case of this in terms of a design brief.
When this was written, the Treasury was concerned with utilisation and considered it necessary to increase it across all assets. What might the Tao say?
We speak about ‘aligning AM activities with corporate goals and intentions’ - but how? Try a ‘Corporate Advocate’?
By 1991, AM was taking off in the UK, illustrated by the British Rail Network South East’s success.
When AM was new, and practitioners were curious, I introduced the ‘back page case study’ challenge in AMQ.
