{"id":44420,"date":"2020-04-16T11:45:00","date_gmt":"2020-04-16T15:45:00","guid":{"rendered":"https:\/\/caireadydev1.wpenginepowered.com\/life-sciences\/cai-achieving-capital-project-success-through-organizational-maturity\/"},"modified":"2025-06-21T17:53:46","modified_gmt":"2025-06-21T21:53:46","slug":"achieving-capital-project-success-through-organizational-maturity","status":"publish","type":"post","link":"https:\/\/caiready.com\/life-sciences\/blog\/achieving-capital-project-success-through-organizational-maturity\/","title":{"rendered":"Achieving Capital Project Success Through Organizational Maturity"},"content":{"rendered":"

\"Construction\"<\/span>Every organization has some \u201cbig problem\u201d<\/span><\/strong> that they need to address. New software, sensors, equipment, or analytics can sometimes be the solution to that problem. But sometimes there is a nagging thought that the real issue is more institutional than asset-based. Almost universally, companies that successfully leap into the Internet of Things (IoT) are already mature, efficient, and agile. They don\u2019t need to solve nagging performance issues. They aren\u2019t looking at software as a solution or performing maintenance by capital project. They\u2019re making a step change to maximize already satisfactory performance metrics.<\/span><\/p>\n

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Most organizations can develop specifications, hire construction firms, and execute large-scale projects. But will the resulting systems be efficient and reliable for decades? Every system (equipment, software, facility) reaches a point in the lifecycle where replacement is the correct decision based on functionality, maintenance costs, risk, and performance. But did that system reach the end of life prematurely? Sometimes there are broader issues with planning, project delivery, maintenance, training, and technical competence that increase the cost of operation and shorten the useful life of a system. Capital projects seldom address those \u201csoft cost\u201d issues, and they carry over from old equipment to new.<\/span><\/p>\n

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Personnel, management systems, organizational structure, and data are no less complicated than physical assets. All assets require correct, timely, proactive maintenance. Being reactive to \u201csoft\u201d costs is just as harmful to the bottom line as running equipment to failure – probably more so because a poorly maintained organization will not properly manage its physical assets. Organizational problems like these decrease the value that assets can provide over their lifecycle.<\/span><\/span><\/p>\n

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Companies are often willing to invest millions in new facilities and equipment but hesitant to spend the modest amount of time and capital needed to get an unbiased evaluation of their management systems. Often when the problem is organizational or cultural, it can be harder to identify and diagnose accurately. Maturity has little to do with the age or size of an organization and can vary from site to site and department to department. It has much to do with consistent decision making and alignment of purpose. <\/span><\/p>\n

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A mature organization can focus on getting ahead instead of catching up. They can <\/em><\/span>accomplish great things with well-trained personnel<\/u> working in a clearly defined organizational structure<\/u> to meet specific goals<\/u> aligned with the corporate mission.<\/em> Organizational change can take a long time, serious effort, and sustained top leadership support. A company that makes the necessary investments in human performance and asset management is far better equipped to leap into emerging technologies, like IoT.<\/span><\/p>\n

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Characteristics of a mature organization:<\/span><\/h1>\n
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